Foreign trade is an important factor of economic growth and development of open economies. At the same time, the analysis of the state of foreign trade operations is becoming methodologically more complex due to the increase in the number of indicators used and the appearance of new ones. They allow not only to examine the effectiveness of the state trade policy, the set of goods and trade partners, but also to get an idea of the structure of the economy, the level of its development and competitiveness, as well as to assess the quality of the export and import baskets from the point of view of economic growth prospects. Therefore, it is advisable to use models of commodity export valuation, which determines the relevance of the chosen topic. The subject of the study is the methods and models of commodity export evaluation. The purpose of the article is the formation of a model for the evaluation of Ukraine's commodity exports to the integration associations of the world and its approval. Methodology. The theoretical and methodological basis of the conducted research is the dialectical method of cognition, the principles of system analysis and synthesis, statistical processing of information. The methods of structural dynamics were used for the analysis of statistical indicators of commodity exports for 2016-2020; the method of constant market share – for the evaluation of changes in commodity exports of Ukraine for the period under consideration; the method of scientific abstraction is used for the generalization of the obtained results and the formation of conclusions; the graphic method – for the visual presentation of the obtained research results. Results. The article proposes a model for assessing Ukraine's commodity exports to the world integration associations, the main component of which is the constant market share method (CMS analysis). This model is easy to use and allows a qualitative assessment of changes in Ukraine's commodity exports. Approval of the model and assessment of changes in commodity exports of Ukraine was carried out on the international statistical database UNCTADstat for 2016-2020. The data are aggregated into groups according to the Standard International Trade Classification (SITC). The following trading partners have been selected for the CMS analysis: EU-27, ASEAN+3, CIS and REST OF THE WORLD. The obtained results make it possible to assess the state of Ukraine's commodity exports and the level of its competitiveness in foreign markets. Practical implications. The practical implications are related to the possibility of using the proposed model for the evaluation of commodity exports, using various options for the classification of goods and integration associations – partners of the exporting country. Value / originality. The originality lies in the development of a model for the assessment of Ukraine's commodity exports to the world integration associations based on the Constant Market Share (CMS) method, which allows to determine to what extent exports change with the growth of the competitiveness of the goods of the exporting country.

Необхідною умовою здійснення підприємствами ефективної зовнішньоекономічної діяльності є наявність відповідної системи стратегічного управління. Налагоджене функціонування такої системи підвищує стійкість та адаптивність підприємства до мінливих внутрішніх та зовнішніх факторів впливу, а також забезпечує стабільний розвиток підприємства на зовнішніх ринках у перспективі. У проведеному дослідженні авторами сформовано систему стратегічного управління зовнішньоекономічною діяльністю підприємств та визначено її складові. Встановлено, що формування складових має здійснюватися з врахуванням індивідуальних особливостей, специфіки та масштабів діяльності, галузі приналежності підприємства та кон’юнктури зовнішнього ринку. Система стратегічного управління зовнішньоекономічною діяльністю (ЗЕД) підприємства являє собою сукупність взаємопов’язаних елементів стратегічного планування та стратегічного аналізу зовнішньоекономічної діяльності підприємства, що передбачає визначення стратегічних пріоритетів та стратегії ЗЕД на основі ґрунтовної аналітичної роботи щодо вивчення внутрішнього і зовнішнього середовища функціонування, оцінки економічної безпеки та балансування між бажаними цілями і потенційними можливостями підприємства, а також є умовою конкурентоспроможності на зовнішніх ринках збуту. Оскільки система стратегічного управління зовнішньоекономічною діяльністю підприємства є частиною системи управління певного підприємства, то її функціонування має бути узгоджене з загальними цілями і стратегією розвитку підприємства. Налагоджена система стратегічного планування, комплексного моніторингу, стратегічного аналізу, організації реалізації визначеної стратегії, проведення контрольних та коригуючих заходів відповідно до вимог зовнішнього середовища дозволяє раціонально реалізовувати потенціал зовнішньоекономічної діяльності та розширювати географію проникнення підприємства на міжнародні ринки. Реалізація зовнішньоекономічного потенціалу та формування стратегії підприємства ґрунтується на результатах комплексного моніторингу, при проведенні якого особлива увага приділяється аналізу зовнішньоекономічної діяльності, напрями якого також визначено і удосконалено авторами.

The enterprise management system falls under dynamic fluctuations, accompanied by internal and external information surfeit and requiring the organization and implementation of high-quality analytical support for the management process. In this regard, the role and understanding of the essence of analytical tools, which will increase adaptability to the surrounding changes, is strengthened. Studies of the economic literature have made it possible to single out monitoring and strategic analysis among the most used analytical tools. The article conducts a detailed analysis of the essence of the concept of «monitoring» and determined that most scholars use it to replace the concept of «analysis». However, monitoring is a broader concept that combines various directions of analysis: production and economic, financial, investment, technical, technological, social, innovative, environmental, etc. and acts as its complex manifestation. Therefore, it is more expedient to use the concept of «complex monitoring», which is a more thorough and multi-vector analytical study that takes into account the results of various activities of the enterprise, which are formed under the influence of internal and external factors and serves as a basis for determining the directions of further functioning and development of the enterprise, including constituting the basis for strategic analysis. Complex monitoring essentially includes an analysis of the company’s activities over the past and current years, that is, it performs the tasks of retrospective and current analysis, which is the main difference from strategic analysis, which involves conducting analytical research for the future to develop a strategic plan and determine the development strategy of the enterprise. Despite the matter that the studied categories of «complex monitoring» and «strategic analysis» are not identical, they have a close relationship, since it is impossible to form a strategic plan for the development of an enterprise without the basis of complex monitoring, which ensures the effective implementation of strategic analysis and the correct formulation of its elements. Complex monitoring and strategic analysis occupy an important place in the management system, since they solve one of its main tasks – the qualitative formation of a strategic plan and a development strategy of the enterprise.

Globalization trends of today open and expand the trade-economic interconnections of enterprises over the world. Ukrainian business nowadays owns a small share of the global market. This is primarily due to uncertainty before the unknown market, the requirements of its consumers, foreign legislation, the conditions of certification and standardization, etc. The processes of entering international markets are caused by a number of reasons, among which the most common are: an increase in the volume of sales of goods or the provision of services, an increase in profitability, long-term profitability, an increase in innovation potential, an increase in experience, competition, the presence of government incentives. Generalization of approaches to the process of entering international markets allowed to formulate its planning stages: diagnostics of the enterprise, choice of strategy, choice of international market, search for partners, opening local representative offices, and creating a single information base of the enterprise. These stages are not overloaded with analytical research and calculations and are as close as possible to the practical activities of the enterprise. The article draws attention to the matter that effective functioning in international markets involves scaling up all the processes of the enterprise, and not conducting one-time export-import operations. Therefore, the systemacity of the entry of an enterprise into the international market involves the conduct of strategic analysis and the formation of a strategic plan. Properly planned activities and the chosen strategy of entering or expanding into international markets are the guarantor of mastering new segments and increasing profitability. On the basis of this, the types of strategies for entering international markets by levels of management are systematized, allowing to correctly coordinate and establish the relationship between them and implement the defined strategic goals of the enterprise.

The world community is currently facing economic, environmental and social problems that are interconnected at the global level, problems that no country will be able to cope on its own. Therefore, it is time for the G20 Member States to adopt a shared vision that will enable the world's population to achieve an economically prosperous, environmentally sustainable, socially inclusive future, resilient to unforeseen shocks. This highlights the importance that the G20 attaches to current global issues affecting people's lives around the world. The G20 was created as a structure that can respond flexibly to global challenges. Unlike other international platforms, it does not have a rigidly defined, narrow scope of authority. It also does not have a secretariat with clearly defined bodies. The number of member states is quite small, which allows for collective governance. This prompted us to examine the evolution of the G20 agenda over the last 10 years in terms of the scope and depth of issues covered, priority sectors, tailor-made mechanisms and packages, and, above all, the impact of development.Based on the analysis of economic distancing by different parameters of countries and regions, the global problem of uneven development of human potential and income due to different state of economic systems, resources and technologies, economic policy management and efficiency of investment in technological and innovative development. The systematization of modern economic and political associations indicates the combined efforts of states and regions to solve common environmental, economic, social, cultural, technical problems despite the different levels of economic development and resources, as well as to pursue different national economic interests. However, only the consolidation of efforts makes it possible to determine the potential for solving common global problems of states. These proposals and vectors of development of the G20 countries will improve the positive impact on the world economic system in order to balance global economic development, address poverty, hunger, environmental crises, technological gaps.