The article examines theoretical approaches to achieving the competitive advantages of Ukrainian oil and fat enterprises in modern market conditions. Special attention is paid to the peculiarities of the use in business management of marketing concepts of business organization, which are oriented at the market, needs of consumers, society and other stakeholders. The most effective results for the enterprises are provided by the implementation of marketing management concepts that are oriented at identifying and meeting consumer demand as well as consideration of the interests of all other stakeholders in the supply chain of oil and fat products, the individual, community and society, i.e. concepts of marketing interaction and holistic marketing. The supply chain of oil and fat products includes the economic interests of business entities that develop varieties of oil and fat seeds, machinery and technology, supply of resources, production of raw materials, processing, storage and transportation, etc. A key position in the supply chain is occupied by the consumer. The success of the marketing strategy of the enterprise depends on the degree of consideration of the interests of the individual, communities, society and the state. It is concluded that oil and fat companies in the food industry can gain sustainable competitive advantages due to integration efforts aimed to form agricultural and food clusters in local geographical areas from all stakeholders and relationships in the supply chain of oil and fat products including suppliers, manufacturers, intermediaries, consumers, government and other organizations, etc. Keywords: oil and fat business, marketing orientation, competitive advantages, supply chain, stakeholders, interests, oil and fat cluster.

The paper highlights the results of scientific research on the issues of training highly qualified logistics and supply chain managers, justification of directions, and development of practical mechanisms for its improvement.The paper is based on scientific literature analysis, comparative analysis, and case study research.It is established that modern global trends and changes in society and the economy lead to the emergence of more extended requirements for the training of highly qualified managers able to effectively perform specific types of work in accordance with the needs of society and the labour market in the field of logistics and supply chain. In this context, the issues of applying a competency approach when training future logistics and supply chain managers and the formation of a competency model that meets the modern requirements of the labour market are considered. A review of scientific literature has been carried out regarding the main theoretical foundations of forming competences and competencies in the process of professional training of logistics and supply chain managers. Attention is focused on the need to form basic core competencies, including models of basic professional competences and competencies that are key ones in the professional activity of specialists. The main models of competencies of the company's specialists, which make it possible to ensure effective management of modern companies, are highlighted. The experience of training future logistics and supply chain managers in Ukraine is studied. The expediency of applying a competency approach when training future logistics and supply chain managers in Ukraine is substantiated. A conceptual model of a multi-level national system of professional training of logistics and supply chain specialists is proposed. A T-shaped model of the competencies of modern logistics and supply chain managers is developed.

Мета статті-проаналізувати усі фактори невизначеності та їх вплив на формування бізнес-стратегії. Проаналізовано декілька останніх досліджень з даної теми і їх результати. Описано важливість врахування ефекту невизначеності для підприємства. Ризик є об'єктивним і суб'єктивним. Суб'єктивний ризик поділяється на комерційний, промисловий та фінансовий ризики. Фактори невизначеності поділяються на контрольовані та неконтрольовані підприємством. Охарактеризовано вплив факторів невизначеності на підприємство, способи їх виявлення та запобігання. Серед факторів невизначеності можна виділити: зовнішньоекономічна політика держави, інфляція, рівень економічного зростання, технологічний розвиток, екологія, законодавчі акти тощо. Для регулювання ринкових відносин існують такі методи: вертикальна інтеграція, контрактні відносини, контроль попиту та створення підприємницьких мереж. Описані помилки при формуванні бізнес-плану, що призводять до провалу. The purpose of the article is to analyze all the uncertainty factors and their impact on the formation of business strategy. Several recent studies on this topic and their results are analyzed. The importance of accounting for the effect of uncertainty for the enterprise is described. Risk is objective and subjective. Subjective risk is divided into commercial, industrial and financial risks. Financial risk is divided into interest and credit risks. Uncertainties are divided into controlled and non-controlled by the enterprise. Objective risk is not controlled by the enterprise and occurs outside the subjects of the economy. The subjective risk can be controlled directly by the enterprise and occurs as a result of activity of subjects of economy. The influence of uncertainty factors on the enterprise, ways of their detection and prevention are characterized. Among the uncertainty factors are: foreign economic policy of the state, inflation, the level of economic growth, technological development, ecology, legislation, changes in consumer tastes, socio-cultural factors, changes in consumer purchasing power, deterioration of relations with suppliers and distributors, changes in the level of taxes and duties, etc. Examples of occurrence of these events in practice are given and ways of their prevention are characterized. To regulate market relations, there are such methods: vertical integration and contractual relations, demand control and the creation of entrepreneurial networks. Vertical integration implies the merger of the companies that supply and distribute it to one company. The method of contract relations consists in signed agreements, which clearly indicate the volume of purchase of goods or raw materials. Demand control is exercised through a monopolistic position in the market or through marketing activities. And the method of creating entrepreneurial networks is that interested businesses come together for financial gain without a merger. Marketing plays a special role, it is the marketing Department that identifies risks for the enterprise and finds ways to overcome th...

Introduction. A key feature of the enterprise marketing management is the implementation of management marketing concepts, ideas and approaches in all functional areas of business organization and enterprise management. Marketing management of the enterprise is carried out through the use of resources and marketing technologies. The purpose of the article. The purpose of the article is to determine the nature, content and features of the use of marketing resources and technologies in the enterprise marketing management. Results. It is determined that marketing resources should be defined as the means of the enterprise, which allow to form an effective system of creating ideas and goods or services, their pricing, promotion, distribution and help to improve the image of the enterprise and consumer loyalty. Hence, marketing resources are a set of interconnected and interdependent tools that are available and aimed at producing goods and services that have value for consumers and are able to meet their needs at the best price and at the same time make a profit. It is substantiated that marketing technologies should be considered in a broad sense as a set or model of consistent marketing processes, techniques, actions and a system of scientific knowledge about them, while in a narrower semantic aspect, as a set of marketing tools that are used in the marketing activity of the enterprise. In modern conditions, effective operation of the enterprise involves active use of marketing resources, tools and technologies aimed to achieve social and economic goals of its activities. Marketing tools combined in the marketing technology enable to effectively address issues related to the development, distribution and consumption of goods and services.   Conclusions. Marketing resources and technologies play an important role in the establishment, operation and development of any enterprise. Their competent use enables to improve the level of the enterprise management, increase the competitiveness of the enterprise and its products on the market. Effective market activity and successful competition require that the management of enterprises have knowledge and competencies for the optimal use of marketing resources and use technologies for marketing activities.

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