Tools to support strategic decisions of enterprises in the conditions of shocking changes in energy resource prices

Abstract

The sharp fluctuations in energy prices over recent years have made energy intensity in production and the energy dependence of logistics key factors in the strategic competitiveness of businesses. For management, this means a shift from reacting ad hoc to tariff and price increases to systematic management of energy risks and the development of a portfolio of strategic decisions that take into account the volatility of global markets and geopolitical factors. The article analyses the causes of energy price volatility (geopolitics, global market conditions, supply and demand imbalances) and summarises the consequences for enterprises: rising operating costs, reduced margins, supply chain disruptions and increased financial risks. Particular attention is paid to medium-sized businesses, which are characterised by smaller financial reserves, greater logistical dependence and limited analytical capabilities. A key outcome is the systematisation of tools to support strategic decision-making in the face of price shocks: decision support systems (DSS), business intelligence (BI), scenario analysis, forecasting and modelling, and risk management tools. It is demonstrated how the integration of these tools improves the quality of management decisions through timely monitoring, ‘what-if’ analysis, cost forecasting and the development of response plans. Strategic approaches to enterprise adaptation are proposed: cost optimisation and energy efficiency, supply diversification, digitalisation of management, and the application of agile strategies with short planning cycles. Strategic adaptation in the face of price shocks should be achieved through cost optimization and improved energy efficiency, diversification of supply, digitalization of management, and the use of flexible strategies with short planning cycles. The practical value of the article lies in the development of a coherent logic of ‘price shock → impact → decision’, which can be used by enterprises to formulate anti-crisis and long-term energy strategies. A promising area for further research is the development of applied models for integrating DSS/BI with risk management for companies in various industries, as well as methodologies for assessing the economic impact of digital tools in a highly volatile environment.