STRATEGIC MANAGEMENT SYSTEM IN POSTAL AND LOGISTICS COMPANIES

Abstract

The article provides theoretical and methodological substantiation and develops a comprehensive strategic management system for postal and logistics companies, adapted to functioning in the modern BANI environment, high market volatility, regulatory restrictions, and the unprecedented challenges of martial law in Ukraine. It is proven that traditional approaches to strategic management, built on the principles of linear long-term forecasting, are ineffective under the influence of destructive factors in the external environment. Among these factors, the study highlights systematic attacks on logistics infrastructure facilities, electricity shortages, acute personnel deficits, unpredictable fluctuations in fuel prices, the need for increased cybersecurity requirements, and the introduction of new strict national and international regulations, in particular customs reforms and rules regarding driver working hours. Under such circumstances, the long-term competitiveness and viability of companies depend on their flexibility, the speed of business model updates, and the formation of adaptive strategic management systems. The research analyzes the conceptual foundations of strategic management, including the works of domestic and foreign authors on systems thinking, Lean and ESG concepts, BSC, and ecosystem convergence. The fragmentation of existing approaches focusing on local optimization tasks such as «last mile» or digitalization is highlighted, and the necessity of integrated processes system is substantiated. The proposed strategic management system in postal and logistics companies is built in the format of seven interconnected structural blocks: the external environment influence block, the conceptual-target block, the subject-object block, supporting subsystems (infrastructure, digital, social, and financial), the strategic portfolio of ecosystem convergence, the integrated block of strategic and operational resilience, and the resulting block of performance evaluation. Special attention is paid to ecosystem convergence strategies and the coopetition model, which involves the joint use of capital-intensive infrastructure together with retailers, marketplaces, and competitors, thereby minimizing capital expenditures. The study also details the strategic resilience block, which is based on the proactive formation of four types of protective buffers: infrastructural, human, energy, and digital, which guarantee business continuity under critical events. The developed system functions as a closed dynamic cycle due to an advanced control block and two feedback channels (to the conceptual-target and operational blocks), providing rapid point adjustment of internal processes and strategic target adaptation. Prospects for further research are outlined, which consist of the development of economic and mathematical tools and applied scenario modeling of approaches to the strategic management of postal and logistics companies.