ЦИФРОВІ ЕКОСИСТЕМИ ТА МАРКЕТПЛЕЙСИ ЯК КАНАЛИ ДИСТРИБ’ЮЦІЇ ПРОМИСЛОВОЇ ПРОДУКЦІЇ, DIGITAL ECOSYSTEMS AND MARKETPLACES AS DISTRIBUTION CHANNELS FOR INDUSTRIAL PRODUCTS

<jats:p>The article is devoted to the theoretical and methodological substantiation of the features of the transformation of distribution channels of industrial enterprises under the influence of digitalization and the development of strategic models and criteria for the effectiveness of their integration into modern digital ecosystems and marketplaces. The study reveals the conceptual essence of B2B platforms as complex high-tech infrastructures that provide end-to-end synchronization of operational, logistical and financial processes of manufacturers and corporate clients. A detailed comparative analysis was conducted, which allowed to identify fundamental structural differences between consumer and industrial electronic trading platforms according to the criteria of product complexity, pricing specificity, collegiality of decision-making and features of after-sales engineering support. Special attention is paid to the processes of disintermediation and reconfiguration of the functions of the classical intermediary link. It is substantiated that in the conditions of the platform economy, the role of dealers and distributors is transformed from simple resale of goods in order to obtain a speculative margin to the provision of integrated service, consulting and 3PL/4PL logistics services. The key economic advantages of electronic distribution are systematized and critically assessed, in particular, a radical reduction in transaction costs, optimization of working capital through the automation of accounting systems and the complete elimination of geographical barriers to entering international markets. At the same time, specific risks faced by industrial manufacturers on open platforms are identified and classified, namely: the threat of losing direct contact with the audience and unique customer data, severe price pressure due to absolute market transparency, as well as critical threats to information and cybersecurity of trade secrets. Based on the identified factors, an architecture of strategic solutions was formed, which includes closed corporate ecosystems, open global marketplaces and hybrid forms of electronic sales organization. It was determined that the choice of model should be based on the technical complexity of the enterprise’s product portfolio and the status of its target customers to ensure maximum digital coherence and competitiveness in the real sector of the economy.</jats:p>