STRATEGIC MANAGEMENT OF INDUSTRIAL ENTERPRISE TRANSFORMATION: MARKETING AND HR DIMENSIONS

Abstract

The article examines the theoretical and methodological foundations of strategic management of industrial enterprise transformation under conditions of structural changes in the petroleum products market, declining domestic oil refining capacity, and increasing import dependence of Ukraine. It is evident that the current operating conditions of the oil refining industry require a transition from the simple restoration of lost production capacity to a comprehensive enterprise transformation focused on domestic market needs, enhanced market adaptability, and strategic resilience. The structural prerequisites for transforming the Ukrainian oil refining industry and the current model for supplying the domestic market with petroleum products are analyzed, and the role of marketing and human resource factors in shaping a new development model for an industrial enterprise is identified. The purpose of the study is to substantiate an integrated approach to strategic management of industrial enterprise transformation based on the alignment of market orientation, strategic management decisions, and human capital development. To achieve this purpose, the methods of analysis and systematization, comparative analysis, generalization, the structural-functional approach, integral assessment, and the analytic hierarchy process were employed. The study develops an integrated approach to strategic management of oil refinery transformation that combines marketing and human resource management contours and provides for their coordinated implementation at strategic, tactical, and operational levels. A set of instruments is proposed for demand forecasting, product structure development, customer relationship management, provision of critical competencies, succession planning, and employee development. A system of twelve individual indicators for assessing transformation performance is developed, comprising indicators of the marketing and human resource management contours. The priority of sales forecasting accuracy and conformity of the product structure to market demand within the marketing contour, as well as critical competency coverage and the time required to acquire the necessary competencies within the human resource management contour, is substantiated. Indicator normalization, determination of their weights using the analytic hierarchy process, formation of integral indicators for individual contours, and calculation of an overall integral indicator of transformation performance are proposed. A five-level assessment scale is developed to determine the performance level of transformation processes, identify discrepancies between market needs and enterprise human resource capabilities, and enable timely adjustment of management decisions. The practical value of the study lies in the possibility of applying the proposed approach for strategic monitoring of industrial enterprise transformation, assessing adaptability and strategic resilience, and aligning marketing and human resource decisions during recovery and modernization.