{"id":20486,"date":"2025-07-30T14:42:16","date_gmt":"2025-07-30T11:42:16","guid":{"rendered":"https:\/\/modecon.mnau.edu.ua\/?p=20486"},"modified":"2025-07-31T08:52:29","modified_gmt":"2025-07-31T05:52:29","slug":"developing-an-enterprise-logistics-strategy","status":"publish","type":"post","link":"https:\/\/modecon.mnau.edu.ua\/en\/developing-an-enterprise-logistics-strategy\/","title":{"rendered":"Ivanenko T. Ya., Rovinskyi V. Developing an Enterprise Logistics Strategy under Market Instability"},"content":{"rendered":"

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JEL Classification:<\/strong> L11; L15; M10<\/span><\/td>\nDOI<\/b>: https:\/\/doi.org\/10.31521\/modecon.V51(2025)-13<\/a><\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

[\/vc_column_text][vc_column_text]Ivanenko T. Ya., <\/b>PhD in Economics, Associate Professor of Production Management and Innovative Activity Department, Mykolayiv National Agrarian University, Mykolayiv, Ukraine<\/span><\/p>\n

ORCID ID:<\/strong> 0000-0003-0518-2563<\/span><\/a>
\ne-mail: <\/strong>ivanenkoty@mnau.edu.ua<\/span><\/a><\/p>\n

Rovinskyi V., <\/b>Postgraduate Student, Mykolayiv National Agrarian University, Mykolayiv, Ukraine<\/span><\/p>\n

ORCID ID:<\/strong> 0009-0000-6220-2829<\/span><\/a>
\ne-mail: <\/strong>rovadim1995@gmail.com<\/span><\/a><\/p>\n

 <\/p>\n

Developing an Enterprise Logistics Strategy under Market Instability<\/b><\/h2>\n

Abstract. Introduction<\/i><\/b>.\u00a0<\/span><\/i>This paper investigates enterprise logistics strategy development amid increasing market instability, focusing on how businesses can remain agile and responsive. In an environment marked by geopolitical tensions, fluctuating demand, and supply chain disruptions, the ability to adapt logistics strategies in real-time becomes critical for maintaining operational continuity and competitiveness.<\/span><\/i><\/p>\n

Purpose.<\/i><\/b> The study aims to develop an integrated model of an adaptive logistics strategic cycle encompassing five key management stages under unstable market conditions. It also seeks to assess the effectiveness of real-time correction mechanisms supported by digital technologies.\u00a0<\/span><\/i><\/p>\n

Results<\/i><\/b>. Through a comprehensive literature review and practical case analysis, we propose a five-step strategic framework that includes: (1) external environment scanning using Big Data analytics and AI-based forecasting tools; (2) precise formulation of logistics objectives based on risk assessment; (3) flexible scenario planning on a micro level to anticipate potential disruptions; (4) implementation and real-time monitoring via IoT infrastructure and digital twins; and (5) systematic strategy reviews with automated feedback loops and machine learning\u2013driven adjustment protocols. Evidence suggests that this model can reduce logistics disruption costs by 15\u201320 %, while significantly improving system transparency and agility.\u00a0<\/span><\/i><\/p>\n

Conclusions<\/i><\/b>. The proposed adaptive strategic cycle model allows companies to transition from reactive to proactive logistics management. It enables continuous alignment of logistics operations with evolving market dynamics, enhances supply chain resilience, and provides a strong foundation for digital transformation in agricultural and industrial enterprises. These findings offer actionable recommendations for logistics managers striving to increase efficiency, responsiveness, and long-term competitive advantage in volatile markets.<\/span><\/i><\/p>\n

Keywords<\/b>: logistics strategy; market instability; adaptive management; Big Data analytics; Internet of Things; digital twins; system resilience; supply chain agility; strategic planning.<\/span><\/i><\/p>\n

References<\/b>:<\/strong><\/p>\n

    \n
  1. \u201cScenario planning is getting a stress test,\u201d <\/span>Financial Times<\/span><\/i>, May 2025.\u00a0<\/span><\/li>\n
  2. \u201cThe Climate Crisis Threatens Supply Chains. Manufacturers Hope AI Can Help,\u201d <\/span>Wired<\/span><\/i>, May 2025.\u00a0<\/span><\/li>\n
  3. Ivanov, D. & Dolgui, A. (2021). \u201cOR-methods for coping with the ripple effect in supply chains during pandemic context,\u201d <\/span>International Journal of Production Research<\/span><\/i>.\u00a0<\/span><\/li>\n
  4. Munir, M. et al. (2021). \u201cSupply Chain Viability and the COVID-19 Pandemic: A Conceptual and Formal Generalisation of Four Major Adaptation Strategies,\u201d <\/span>ResearchGate<\/span><\/i>.\u00a0<\/span><\/li>\n
  5. Penske Logistics (2020). \u201cScenario Planning Helps Shippers Make Sense of Uncertainty.\u201d\u00a0<\/span><\/li>\n
  6. McKinsey & Company (2024). \u201cDigital twins: The key to unlocking end-to-end supply chain growth.\u201d\u00a0<\/span><\/li>\n
  7. Number Analytics (2024). \u201cTransforming Logistics & Supply Chains with Big Data Insights.\u201d\u00a0<\/span><\/li>\n
  8. Azzi, R. et al. (2022). \u201cTransparency by Design for Blockchain-Based Supply Chains,\u201d <\/span>ScienceDirect<\/span><\/i>.\u00a0<\/span><\/li>\n
  9. Christopher, M. & Peck, H. (2004). \u201cBuilding the Resilient Supply Chain,\u201d <\/span>International Journal of Logistics Management, 15<\/span><\/i>(2), 1\u201313.\u00a0<\/span><\/li>\n
  10. Business Insider (2025). \u201c3 hospital supply chain directors explain how AI is helping them manage critical inventory.\u201d\u00a0<\/span><\/li>\n
  11. Tavakkoli-Moghaddam, R. & Yazdani-Chamzini, A. (2020). \u201cSupply Chain Network Design under Demand Uncertainty and Supply Disruptions: A Distributionally Robust Optimization Approach,\u201d <\/span>Annals of Operations Research<\/span><\/i>.<\/span><\/li>\n<\/ol>\n

    [\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]Received: <\/strong>17\u00a0May 2025<\/span><\/p>\n

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    Ivanenko T. Ya., Rovinskyi V. (2025). Developing an Enterprise Logistics Strategy under Market Instability. Modern Economics, 51(2025), 109-113. DOI: https:\/\/doi.org\/10.31521\/modecon.V51(2025)-13.<\/span><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

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    [vc_row][vc_column][vc_column_text] JEL Classification: L11; L15; M10 DOI: https:\/\/doi.org\/10.31521\/modecon.V51(2025)-13 [\/vc_column_text][vc_column_text]Ivanenko T. Ya., PhD in Economics, Associate Professor of Production Management and Innovative Activity Department, Mykolayiv National Agrarian University, Mykolayiv, Ukraine ORCID ID: 0000-0003-0518-2563 e-mail: ivanenkoty@mnau.edu.ua Rovinskyi V., Postgraduate Student, Mykolayiv National Agrarian University, Mykolayiv, Ukraine ORCID ID: 0009-0000-6220-2829 e-mail: rovadim1995@gmail.com   Developing an Enterprise Logistics Strategy
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