DIGITALISATION TOOLS IN THE ENTERPRISE COMPETITIVENESS MANAGEMENT SYSTEM: NATIONAL AND INTERNATIONAL EXPERIENCE

Abstract

The article substantiates the role of digitalisation tools as an integrated managerial resource in the system of enterprise competitiveness management. The relevance of the topic is determined by the transition from fragmentary automation to data-driven business models, in which competitive advantages are increasingly formed through the speed of managerial response, the quality of customer interaction, the transparency of processes, cyber resilience and the ability of enterprises to integrate into digital markets and value chains.The purpose of the article is to develop a conceptual and analytical framework for assessing the place of digital tools in competitiveness management, taking into account national and international experience. The methodological basis of the research combines a systematic approach, comparative analysis, structural and functional analysis, logical generalisation and an indicative analytical method.The theoretical part is grounded in innovation theory, the resource-based view, the concept of dynamic capabilities and contemporary approaches to digital transformation. The empirical part uses official sources of the European Union, Eurostat, the OECD, the European Investment Bank, the State Statistics Service of Ukraine and the Strategy for the Recovery, Sustainable Development and Digital Transformation of Small and Medium-Sized Enterprises in Ukraine until 2027.The results show that digital competitiveness is not limited to the presence of individual technologies. It emerges when ERP, CRM, SCM, BI, cloud platforms, artificial intelligence, e-commerce solutions, electronic document flow and cyber security mechanisms are combined into a coherent management architecture. International experience demonstrates that the European Union has made significant progress in basic digital intensity, cloud adoption, e-commerce and digital security, although the diffusion of data-intensive technologies and artificial intelligence remains uneven and strongly dependent on firm size.The Ukrainian context is characterised by the need to combine wartime resilience, access to finance, regulatory simplification, integration into the EU market and accelerated digital transformation of SMEs. The practical value of the article lies in the proposed managerial logic for sequencing digitalisation instruments: diagnostics of digital maturity, prioritisation of processes, implementation of scalable cloud and data infrastructure, integration of customer and supply-chain systems, strengthening of cyber security, and continuous monitoring of competitiveness indicators.Such an approach can be used by enterprises, policymakers and business support institutions to transform digitalisation from a set of technical projects into a strategic mechanism for sustainable competitive advantage.