Strategic management of foreign economic activity during times of military crisis: adaptation tools for ukrainian enterprises

The article investigates the strategic management of foreign economic activity (FEA) of Ukrainian enterprises under the conditions of wartime crises. The problem is particularly relevant for Ukraine, where the full-scale invasion has disrupted traditional production and export chains, significantly altered the geographical orientation of trade flows, and intensified financial and currency risks. The research is based on official statistics from the State Statistics Service of Ukraine for 2021–2024, which provide a reliable basis for identifying trends in export and import volumes, changes in the commodity structure of trade, and the evolution of the trade balance. The results show that despite a partial recovery in 2024, when exports increased by 15.3% compared to 2023 (reaching USD 41.7 billion), imports grew even faster, amounting to USD 70.8 billion. As a result, the negative trade balance deepened to USD −29.0 billion, while the export-to-import coverage ratio improved only slightly to 0.59. The analysis of the export structure reveals a strong dependence on agricultural products (over 45% of total exports) and a decline in metallurgy and machine-building, which increases the risks of raw material specialization and technological degradation. In order to counteract these challenges, a conceptual model of strategic FEA management during wartime crises is proposed. The model integrates four groups of adaptation instruments: (1) organizational-managerial (scenario planning, crisis teams, agile strategies), (2) financial-economic (currency hedging, export credit agency instruments, international financing), (3) technological-logistical (alternative transport corridors, customs digitalization, relocation of production facilities), and (4) innovation-technological (digital platforms, big data analytics, AI-based forecasting, e-commerce). Empirical evidence demonstrates that market diversification may boost exports by 12–15%, contract digitalization reduces transaction costs by 10 – 12%, and alternative logistics routes ensure supply chain continuity despite higher transport costs. The practical significance of the research lies in the possibility of applying the findings both at the microeconomic level (corporate strategies for resilience and competitiveness) and at the macroeconomic level (state policy of export support, infrastructure development, and international integration). The study emphasizes that no single instrument can guarantee resilience; only an integrated approach that combines short-term adaptation with long-term modernization can secure the sustainable presence of Ukrainian enterprises in global markets. Future research prospects involve quantitative measurement of enterprise resilience, development of sector-specific models of FEA adaptation, and scenario-based forecasting of Ukraine’s integration into global value chains in the post-war period.