INTERNAL ECONOMIC CONTROL TO ENSURE THE SUSTAINABILITY AND COMPETITIVENESS OF AGRICULTURAL ENTERPRISES

Abstract

The article examines the role of internal control as a key tool for ensuring the sustainability and competitiveness of agricultural enterprises in conditions of high economic and political instability, particularly during wartime. The multidimensionality and essence of the concept of “control” and its strategic importance in the enterprise management system are analyzed. The managerial approach to control based on the ideas of management by results and the strategic aspect revealed in the context of forming specific advantages is highlighted.

It is proven that internal control is not only a technical or accounting process, but is integrated into the overall development strategy of the enterprise, ensuring cost efficiency, inventory control, income stability, and liquidity. Particular attention is paid to the anti-crisis aspect of control, which acts as an early warning system for financial and operational risks, prevents losses, identifies shortages and abuse, and supports management decisions in conditions of uncertainty.

The article emphasizes the importance of the human factor in the control system: employee motivation, professional judgment, conflicts of interest, and dependence on the manager significantly affect the effectiveness of internal control. The chain of managerial effectiveness of internal control is disclosed separately, which includes the collection and analysis of information, timely identification of risks, corrective management decisions, and improvement of operational and financial efficiency.

Proposed areas for modernization of the internal control system, including integration with the management system, digital monitoring, development of internal standards, formation of a culture of control, and strengthening employee accountability, in line with FAO approaches to sustainable agribusiness.