This paper investigates the current state and prospects of the development of the European IT services market. A detailed analysis of the economic indicators of the IT market in European countries has been conducted. Marketing characteristics of the external market of IT services were considered, in whose formation a leading role belongs to export deliveries. It has been determined that the capacity of the international segment of the IT services market in most European countries increases by an average of 20 % annually, and the share of IT technologies exports in the overall export structure exceeds 8 %. The forecast of changes in the internal market of IT technologies in the post-Soviet countries was analyzed. Based on the results, it was concluded that in the future the capacity of the domestic IT services market could increase and, in 2024, in particular in Ukraine, would exceed the volume of USD 2 billion. The results of studying the level of prices for IT services in the post-Soviet countries suggest that they mainly correspond to the prices for similar services in different groups of European countries (with different material capabilities). That means that for IT service consumers in countries with a low standard of living, price characteristics are not an obstacle to obtaining the highest quality services from domestic or foreign suppliers. The role and importance of personnel support of the information industry, which is key in the formation and development of the IT services market, have been determined. It has been proven that specialists who attained IT education mostly work according to the skills and competencies obtained, which distinguishes them favorably from specialists in other fields. Despite the tendencies of a certain outflow of specialists outside the countries with a low living level, the number of IT specialists is growing progressively in their economies. In many ways, these trends are facilitated by an increase in the number of graduates from specialized educational institutions.

The aim of the article. When deciding on outsourcing, it is necessary to analyze the financial and organizational costs, without releasing from the analysis area the risks that arise when organizing the outsourcing of IT services. The lack of a full analysis in making this decision can instead of benefit cause significant losses. The purpose of the article is to develop methodological approaches to assessing the economic feasibility and effectiveness of the use of information technology outsourcing in the practice of domestic industrial enterprises. Analyses results. The article examines the existing scientific and methodological approaches to assessing the effectiveness of the use of information technology outsourcing in the production and commercial activities of industrial enterprises. Methodical recommendations for evaluating the effectiveness and efficiency of the IT outsourcing mechanism are formulated, which allows to determine the result of its implementation and the direction of its further development. Guidelines for deciding on IT outsourcing are proposed, the use of which is part of the decision-making process on the use of outsourcing in the enterprise and involves consistent implementation of measures to identify the business process for outsourcing to improve the quality and efficiency of delegated processes. A graphical comparative method for analyzing the effectiveness of decisions on the use of outsourcing by third-party companies and the practical implementation of the IT function by the company's own forces has been developed. The methodological approach to assessing the effectiveness of outsourcing management information systems in real business enterprises is sufficiently universal, as it takes into account the conceptual principles of outsourcing on the one hand and allows to adapt the structure of efficiency assessment depending on the complexity and cost of technologies used in business. enterprise, goals and scale of outsourcing. Conclusions and directions for further research. The proposed methodological approach allows to assess the economic efficiency of IT outsourcing to a greater extent in terms of economic justification of the management decision to accept services to IT outsourcers or perform them on their own. Graphoanalytical method for evaluating the effectiveness of outsourcing (Fig. 1) does not allow this. Its algorithm uses aggregated economic indicators (total costs, fixed costs, variable costs), the structure of which is not provided in the mechanism of using this method. Based on this, we consider as a direction of further development and research to develop guidelines for detailing these indicators in order to identify their components, to which the outsourcing company needs to pay special attention. Being based on the consideration of outsourcing as a process, the proposed approach has limitations that allow its application to assess the effectiveness of outsourcing only at a time when outsourcing is not yet implemented in practice. Additional research is needed to address this limitation.

The aim of the article. The main purpose of the study is to develop scientific, methodological and practical provisions for the formation of organizational and economic dominants, which become one of the main factors in ensuring the rational logistics and information support of production activities of enterprises and organizations. Analyses results. Theoretical and methodological issues of outsourcing as an economic category are considered. A system of indicators has been developed, the use of which largely determines the value of the economic effect when using information and logistics technologies in the production and commercial activities of industrial enterprises. These include indicators of direct action (the effect of using outsourcing, which is directly related to a particular function or business process) and indicators of indirect action (the effect of using outsourcing is not directly related to this function). To calculate the factors of economic effect, which determines the feasibility and effectiveness of the use of outsourcing of logistics services and information technology, a method of synthesis of economic efficiency factors is proposed. This approach significantly expands the possibilities of economic evaluation of the rational use of outsourcing services in production and commercial activities and allows you to more accurately and objectively assess its benefits in the use of outsourcing services and information technology. The methodological approach to evaluating the effectiveness of outsourcing management information systems in real business enterprises is quite universal, as it takes into account the conceptual principles of outsourcing, on the one hand, and allows to adapt the structure of efficiency evaluation depending on the complexity and cost of work. technologies used in business. enterprise, goals and scope of outsourcing. Conclusions and directions for further research. The use of the proposed guidelines in the practice of production and commercial activities of industrial enterprises allows ensuring an important link between the processes of development, distribution and use of information and logistics technologies and their required quality. Studies conducted at enterprises in the Kharkiv industrial region showed that only three of the eight surveyed enterprises have economic grounds for the use of outsourcing. Other enterprises are more expedient from the economic point of view to carry out information (logistical) support of the activity by own forces. Based on this, we consider as a direction of further development and research to develop guidelines for detailing these indicators in order to identify their components, to which the outsourcing company needs to pay special attention.

В статті доведено, що для промислових підприємств існують два різноспрямовані шляхи для організації діяльності в сфері інформаційних технологій. Перший - передача окремих ланок ІТ-послуг професіоналів - аутсорсинг. Другий - організація власної ІТ-діяльності і її контроль – інсорсинг. Головним принципом ІТ-аутсорсингу є виконання підприємством-аутсорсі тільки тих функцій (робіт, послуг), які воно може виконувати краще за інших, а передати відібраному аутсорсеру (зовнішньому виконавцю) те, що він робить краще за інших. Дослідження практики застосування ІТ-аутсорсингу показує, що в даний час в більшості випадків використовуються два різновиди ІТ-аутсорсингу: ринковий і організаційний. Концепція ринкового ІТ-аутсорсингу заснована на принципах пошуку і використання (найму) на ринку ІТ-послуг підприємства, створеного без участі підприємства-аутсорсі, яке бажає реорганізувати свою діяльність в сфері інформаційних технологій. Концепція організаційного ІТ-аутсорсингу передбачає виведення тієї чи іншої діяльності промислового підприємства в сфері інформаційних технологій в окреме підприємство. Головним перевага такого рішення є те, що творець (засновник) такого підприємства зберігає за собою основні організаційні та управлінські функції. Тому він має можливість контролювати рівень якості використовуваної продукції (послуг), а також контролювати використання власних ресурсів. Крім того, важливим елементом також є відсутність можливостей (ризику) витоку конфіденційної інформації до своїх конкурентів. Результати проведених досліджень дозволяють сформувати перелік найбільш важливих факторів, які мають ключове значення при обгрунтуванні вибору постачальника ІТ-послуг. Методичні рекомендації щодо вибору постачальника ІТ-послуг – аутсорсера з використанням викладених результатів дослідження включають в себе наступні етапи. Етап 1. Визначаються потенційні ІТ-аутсорсери, виробничо-комерційні результати діяльності яких в основному задовольняють потреби даного підприємства. Етап 2. Складється факторно-аутсорсингова матриця з використанням визначених ступенів вагомості кожного з ключових факторів впливу на обґрунтування вибору постачальника ІТ-послуг. Побудова такого роду матриці  ґрунтується на оцінюванні конкретним промисловим підприємством, яке має потребу в отриманні ІТ-послуг, кожного з ключових факторів впливу на обґрунтування вибору постачальника ІТ-послуг. Етап 3. Оцінювання відповідності кожного фактору по кожному кандидату в ІТ-аутсорсери проводиться з використанням вагомості факторів обґрунтування вибору постачальника ІТ-послуг. Етап 4. На основі проведних розрахунків проводиться ранжування потенційних аутсорсерів.