СТРАТЕГІЧНЕ УПРАВЛІННЯ ЛОГІСТИЧНОЮ СИСТЕМОЮ СІЛЬСЬКОГОСПОДАРСЬКИХ ПІДПРИЄМСТВ НА ЗАСАДАХ МІНІМІЗАЦІЇ ТРАНСАКЦІЙНИХ ВИТРАТ В УМОВАХ ВОЄННИХ ВИКЛИКІВ, STRATEGIC MANAGEMENT OF THE LOGISTICS SYSTEM OF AGRICULTURAL ENTERPRISES BASED ON THE MINIMISATION OF TRANSACTION COSTS UNDER WARTIME CHALLENGES

<jats:p>conditions have dramatically increased the cost of moving produce to the final buyer. A substantial part of these costs is generated not by physical transportation but by accompanying operations – searching for partners, negotiating terms, arranging permits and insurance, and monitoring compliance – that is, by transaction costs. The purpose of the article. The article aims to substantiate the theoretical and applied principles of strategic management of the logistics system of agricultural enterprises based on the minimisation of transaction costs under wartime challenges, and to systematise the related problems and directions for their solution. Methods. The study relies on the provisions of new institutional economics (the transaction-cost concept) and strategic management theory. Methods of analysis and synthesis, a systemic and structural-functional approach, comparison, generalisation, and a graphical method were applied. The empirical basis comprises sectoral analytical reviews, data of the Ministry of Agrarian Policy and the Ukrainian Grain Association, international assessments, and monographic research. Results. It is shown that transaction costs are a latent but significant part of the total logistics costs, which classical theory long underestimated. The components of agricultural-logistics transaction costs are systematised, and the key problems of strategic management are grouped into internal, external, and digital dimensions. Using fresh sectoral data, the impact of port blockades, rising freight rates, and war-risk insurance on the cost structure of export chains is assessed; war-risk insurance alone adds about USD 5-10 per tonne, while alternative routes raise logistics costs by USD 59-111 per tonne. Conclusions. The proposed directions – digitalisation, cooperation, route diversification, and institutional improvement — are united by the common logic of reducing the number and cost of transactions, turning transaction-cost minimisation into an independent lever of strategic logistics management that remains within managerial control when the physical logistics is constrained by external factors.  </jats:p>