СТРАТЕГІЧНІ НАПРЯМИ СІЛЬСЬКОГО РОЗВИТКУ В УМОВАХ СТАНОВЛЕННЯ «AGRICULTURE 5.0»

Abstract

The statistics have examined the problems of forming strategic directions of agricultural development in the minds of the formation of “Agriculture 4.0” and its transformation in “Agriculture 5.0” It is stated that when formulating strategic directions for the development of agricultural enterprises, it is important to highlight the specifics of agricultural production, noting that supply chains in the agricultural state are the flow of products, knowing and information and the involved parties (producers and producers) at the skin stage of production processes, marketing and production. The emphasis is placed on the fact that when forming strategic directions, the development of agro-business is necessary to ensure the influx of agricultural production into the country and the development of rural territories. It is clear that in the agricultural economy of Ukraine there are problems arising from the emergence of differences in size, economic efficiency, innovative readiness and capabilities of economical entities tiv, which will require importance on the national level of strategic directions of agricultural development for the promotion of the current state and the “Agriculture 5.0”. The emphasis is placed on the lack of directness of “Agriculture 4.0” (“Industry 4.0”) in addressing environmental and social problems in the context of the implementation of the goals of the current development. Obviously, the particularities of the agricultural business in Ukraine have been brought to the attention of the need to implement a strategy for the development of farming states as the basis for food security and a rural-saving model of state rule. Meta-research – focusing on strategic directions in the development of farming dominions in the context of the security of minds and the formation of “Agriculture 5.0”. Based on the conducted survey, it was explained that the problem for small agricultural business entities is the lack of knowledge among management and government officials about the directions of innovative strategic development and the presence of a consistent level of digital maturity. The emphasis is placed on the fact that small agricultural enterprises do not have a long-term strategy, which is not suitable for long-term investments, and, consequently, the formation of innovative investment potential lu is problematic for them. It has been proven that promising strategic directions include the development of farmer states in combination with healthcare services, the formation and implementation of a digital strategy and the development of cooperation.