MODELS OF DIGITAL CORPORATE GOVERNANCE OF ENTERPRISES IMPORTING FOOD PRODUCTS IN THE CONTEXT OF BUSINESS ENVIRONMENT TRANSFORMATION

Анотація

The article aims to substantiate the models of digital corporate governance for enterprises engaged in food imports and to develop an applied three-level management model. The study analyses contemporary scientific research devoted to digital traceability, blockchain solutions, digital platforms, AI-based analytics, and supply chain management. To assess the transformation of the import environment, statistical data of the European Commission on agri-food imports to the EU and imports from Ukraine to the EU for 2020–2024 were used. A comparative analysis of digital corporate governance models was also conducted according to the criteria of management core, instruments, outcomes, and implementation limitations. The study established that the digital corporate governance of food-importing enterprises is gradually transforming from a tool for automating individual operations into a system of continuous risk management based on integrated data. It was proven that the current volatility of EU agri-food markets, logistical imbalances, and the tightening of digital regulatory requirements create the need to shift from retrospective control to real-time management models. Within the framework of the study, five models of digital corporate governance for food-importing enterprises were systematized and conceptually substantiated: centralized platform-based, compliance-centered, distributed digital transparency, adaptive-analytical, and hybrid models. Their management cores, instruments, key outcomes, and implementation constraints were identified. The study found that the hybrid model is the most effective for importers of finished food products. An additional outcome of the research was the development of an applied three-level model of digital corporate governance, within which management functions are distributed among supervisory, executive, and transactional layers. The proposed model enables the integration of ERP systems, logistics tracking, electronic certification, digital supplier dossiers, and risk analytics tools into a unified managerial decision-making system. The practical value of the study lies in the possibility of using the proposed model by food-importing enterprises to reduce response time to logistical and regulatory risks.

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