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This is an Open Access article, distributed under the terms 
of the Creative Commons Attribution CC BY 4.0

1 West Ukrainian National University, Ukraine (corresponding author)
E-mail: jurasenyk08@gmail.com
ORCID: https://orcid.org/0000-0002-8164-7783
2 Kharkiv National University of Internal Affairs, Ukraine
E-mail: gcs-2003@ukr.net
ORCID: https://orcid.org/0000-0003-0025-8143
3 State Biotechnological University, Ukraine
E-mail: natalianosyc@gmail.com
ORCID: https://orcid.org/0000-0002-6784-9768

DOI: https://doi.org/10.30525/2256-0742/2024-10-1-92-98

STRATEGIC CONTROLLING TOOLS IN THE MANAGEMENT  
OF UKRAINIAN AGRICULTURAL COMPANIES

Yurii Senyk1, Ihor Senchyk2, Nataliia Nosach3

Abstract. The subject of the study is the system of strategic control in an organisation, which is necessary for  
agri-food companies in the context of implementing the principles of sustainable development. Methodology.  
The following economic research methods were used in the study: monographic method (when studying  
scientific sources and reviewing thematic literature; studying the directions of sustainable development of 
business entities in the agri-food sector of Ukraine); scientific abstraction and generalisation (when studying 
various methodological approaches to determining the content of controlling); abstract and logical method 
(when determining the role and place of strategic controlling in the management system of agri-food  
companies, formulating conclusions based on the results of the study); methods of analysis and synthesis  
(when substantiating a set of tools for strategic controlling by elements of its system). The aim of the study is to 
supplement the methodological framework of the strategic controlling system for managing companies in the  
agri-food sector. Results. Controlling is an important management function, and its effectiveness determines  
the success of an organisation in achieving its goals and objectives. In modern conditions, strategic controlling 
can be combined with two main approaches – as a management philosophy and as a management function  
and mechanism. The system of strategic controlling is determined by a set of complex factors of the external 
and internal environment that determine the possibility of achieving the long-term goals and objectives.  
The implementation of sustainable development goals and objectives by agri-food companies creates new 
requirements for the strategic controlling system, the main of which are transparency, flexibility, inclusiveness, 
openness and efficiency. In order to successfully achieve the planned targets of sustainable development,  
the strategic controlling system should use a set of tools that is determined by the nature and effect of the  
relevant elements. It is proposed to use benchmarking, ABC-analysis, SWOT-analysis, PESTEL-analysis, methods 
of expert evaluation, CVP-analysis, financial analysis, network graphs and methods of expert forecasting as the  
main tools for strategic controlling of agri-food companies.

Keywords: controlling, management, agri-food companies, sustainable development, tools, strategic goals.

JEL Classification: M10

1. Introduction
The successful operation of business units in the 

long term requires well-founded objectives and 
management strategies, as well as the assessment of 
their effectiveness and achievement, which is carried 
out with the help of the controlling system. When 
making strategic decisions, managers model business 
processes, the implementation of which involves the 
time, financial resources and management procedures 
necessary to achieve the set planned tasks. Evaluation  
of the effectiveness of management procedures,  

business operations and personnel is possible under 
effective mechanisms and tools for controlling the 
organisation, which is the initial and final stage of the 
management process. In the current conditions of 
volatility of business environment factors, challenges 
and threats, complexity of economic management 
processes at all levels and increasing influence of  
factors of vital importance for society on business,  
the issue of building an effective controlling system 
acquires a fundamentally new meaning. New business 
conditions, strategic guidelines that should be 



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taken into account by the management system of  
companies, goals, priorities and values that are  
radically adjusted to the principles of sustainable 
development, require the addition of modern tools 
and procedures for strategic control of business  
entities and organisations. Ukraine's economy has 
traditionally had a food-oriented development vector, 
and the industries that make up the agri-food sector 
have always been vital to the country's existence. In 
the context of the military conflict in Ukraine, the  
agri-food sector remains almost the only type 
of economic activity that demonstrates signs of 
sustainability and creates the preconditions for the 
national economy to further recover from the crisis. 
Improving the efficiency of management of business 
entities in the agri-food sector is a priority for  
ensuring the livelihoods of the Ukrainian population 
and improving their quality of life. Controlling, as  
the main function of management, should ensure  
that this task is fulfilled both in the short and  
long term.

2. Theoretical and Methodological Bases  
of Using Strategic Control Instruments  
in the Management of Agricultural  
Companies in Ukraine

The management system works by implementing 
several essential functions: planning, organising, 
coordinating, regulating, motivating and controlling. 
The control function is the last in the sequence 
of management functions, but plays an exclusive 
role in ensuring the actions of all the previous 
functions. Control ensures the integration of all the 
other management functions, contributes to the  
coordination of the management system and signals  
the degree of achievement of the objectives set.

Control is that part of an organisation's internal 
activities that ensures that the organisation's 
development is consistent with plans, policies and 
objectives (Child, 1973). Whitley (1990), Spekle 
(2001) and Gani and Jeremias (2012) also consider 
control functions in the context of a single internal 
organisational system.

Controlling as a modern form of management is 
manifested in the system of complex management 
actions aimed at achieving goals and objectives.  
Scholars from different methodological positions 
have studied the nature and content of controlling.  
Dayle (2001) gives the traditional definition of 
controlling: "... the process of comparing planned and 
actual indicators in the system of economic activity  
of the enterprise".

The approach of interpreting the essence of  
controlling from the point of view of managing the 
financial result (profit) is widely used in the scientific 
literature (Miner, 2004). 

Mayer (1993) defines controlling as a set of 
actions and activities that an organisation undertakes 
today with a long-term perspective. The vision of  
controlling as a component of project management 
methodology is relevant (Nosach, et al., 2023). 

Chun-Ping Yeh et al. (2021) consider controlling 
from the point of view of social development and 
ensuring the fulfilment of the social function of 
management systems. Social controlling in the 
company is focused on personnel recruited from  
abroad and is designed to increase the efficiency of 
employee interaction and the effectiveness of the 
organisation through the effect of PCN expatriation. 

The global setting of sustainable development goals 
has led to the need to adapt and improve existing  
control systems at all levels of management.  
Controlling the status and degree of achievement of 
planned sustainable development indicators is one of 
its most complex forms and management functions. 
Such control should include a comprehensive set of 
indicators, an effective system for monitoring their 
actual status, and a flexible system for assessing risks 
and threats associated with the implementation of 
the organisation's sustainable development goals 
(Lyytimäki et al., 2020).

Scheufele and Krause (2019) also point to the 
high complexity of the organisation of information 
flows, the need for their completeness and efficiency, 
and significant changes in the company's reporting 
system, which is the basis for the structure of  
modern sustainability controlling systems. 

An extremely important aspect in the present 
and future conditions is the construction of such  
components of controlling as monitoring and  
evaluation of the state of progress in achieving the 
goals of sustainable development. They should form 
a subsystem of support for sustainable development 
management and provide procedural chains of the 
organisation's controlling system (Smilka, 2019, 
Polyakova et al., 2023). 

As Allen et al. (2020) point out, controlling for 
sustainability should start with setting the company's 
performance targets and displaying them digitally. 
Holden et al. (2017) add that a modern controlling 
system should take into account the norms of 
sustainable development, which should be quantified, 
a set of moral and ethical imperatives of economic  
and social development, and environmental  
constraints. At the same time, most scientists agree 
that the controlling system should have an adequate 
information and analytical basis to assess the state 
of progress in achieving the goals of sustainable 
development of the organisation (Fukuda-Parr & 
McNeill, 2019, Pylypenko, 2023, Malyarets et al., 2017). 

 Saner et al. (2020) note that in modern conditions, 
the organisation of control of companies and 
organisations should adhere to the principles of 



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inclusiveness, transparency, optimisation of the scale of 
data analytics, openness and usefulness for public needs.

The transition to sustainable development in most 
developed countries has objectively created the need  
to improve the controlling system to achieve its key 
results. This has led to new types of controlling in  
theory and practice that focus not only on financial 
priorities and management objectives. Nuwan 
Gunarathne and Ki-Hoon Lee (2020) are among 
the proponents of such modern controlling. Eco- 
controlling is characterised as an integrated  
management approach to sustainable business 
development. The significant impact of  
environmental controlling on the achievement of 
the company's goals and development strategies has 
also been demonstrated in the scientific works of 
( Journeault, 2016).

A significant part of the authors advocated 
an effective management system through the 
prism of instrumentation, which will increase  
competitiveness at both micro and macro levels 
(Irtyshcheva, 2022; Kramarenko, 2022).

Prioritisation of social, environmental and  
economic interests of society in the business 
management system has contributed to the  
emergence of new forms and types of controlling, 
such as social controlling, green controlling, 
and controlling the effectiveness of sustainable  
development of organisations. Szóka (2022) 
suggests using a balanced scorecard for this type of  
controlling, complemented by indicators of ESG 
management practices and critical indicators of 
sustainable development. 

The purpose of the article is to supplement the 
methodological foundations of strategic controlling  
in the system of management of agri-food enterprises. 
The main objectives of the research are as follows:
1) Study of the essence and role of strategic controlling 
in the management system;
2) systematisation of tools for strategic controlling 
of agri-food companies in the context of sustainable 
development;
3) determination of the basic principles and 
requirements to the company's strategic controlling 
system in the context of implementation of the 
principles of sustainable development. 

The following economic research methods were  
used in the study: monographic method (when 
studying scientific sources and reviewing thematic 
literature; studying the directions of sustainable 
development of business entities in the agri-food  
sector of Ukraine); scientific abstraction and 
generalisation (when studying various methodo- 
logical approaches to determining the content of 
controlling); abstract and logical method (when 
determining the role and place of strategic controlling 
in the management system of agri-food companies, 

formulating conclusions based on the results of the 
study); methods of analysis and synthesis (when 
substantiating a set of tools for strategic controlling  
by elements of its system).

3. Formation of Tools of the Strategic 
Controlling System for Achieving Sustainable 
Development Goals of an Agri-Food Company

Studies have shown that controlling is mostly 
considered by scientists in the context of economic 
activity of business entities and is strategically  
oriented towards improving their final financial  
results. Quite often, controlling is associated with 
the accounting and analytical subsystem of strategic 
management support and is considered its main 
structural element. 

The elaboration of different views and methodo-
logical approaches to the definition of the nature, 
role and significance of the control of the company's 
activity management system allowed the separation  
of two main levels of its manifestation: as a  
philosophy of management and as a structural  
element of information and analytical support of 
management (Figure 1). 

A modern system of strategic controlling at an 
enterprise (institution, organisation) should be 
built taking into account several factors that have  
a significant impact on ensuring its successful 
development in the long term. Among the main ones 
are the following:
1) The need and availability of tools for flexible 
adaptation of company goals and strategies to business 
environment factors;
2) ensuring that the strategic guidelines are closely 
linked to the company's medium- and short-term goals 
and objectives;
3) increasing the level of openness, transparency and 
completeness of information and analytical support 
with a rapid transition to digital mechanisms;
4) organising an operational system for monitoring  
the company's performance and comparing the  
planned indicators with the actual ones to identify  
areas for further management improvement.

The establishment and implementation of  
sustainable development objectives of business 
entities pose new challenges for a modern controlling  
system, which should ensure their successful 
achievement and the creation of strategic competitive 
advantages of the company in the market. 

Sustainable development objectives in companies 
and organisations are fast becoming one of the most 
complex management issues. However, modern  
realities convincingly prove that they will be 
a source of strategic advantages for business and  
social development. The inevitability of implementing 
sustainable development tasks requires the  



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construction of a new control system at all levels 
of economic management, especially at the level of 
a business entity. The new strategic guidelines require 
the search for practical tools to achieve them and  
assess progress in fulfilling this task. In such 
circumstances, the role of controlling becomes 
crucial and should facilitate the implementation of 
sustainability goals and priorities in the practical 
activities of companies.

From the point of view of ensuring the achievement 
of the company's sustainable development goals, 
strategic controlling should include the following  
key components: 
1) Identification of key benchmarks for sustainable 
development, which are expressed in a system of plans 
and forecasts for the enterprise's development;
2) detailing and specifying sustainable development 
plans in a system of quantitative and qualitative 
indicators, identifying and communicating them to  
the structural units responsible for their achievement;
3) integration with the accounting and analytical 
management support subsystem, supplementing it 
with information flows containing data on the status 
of achieving the goals and objectives of sustainable 
development;
4) comparison of the system of actual data with 
the planned indicators of sustainable development 
(immediate stage and control function in the 
management system);
5) analysis of deviations and detailing further  
directions of the company's activities to achieve 
sustainable development goals.

In addition to its main function of ensuring the 
achievement of the company's development goals, 
strategic controlling in the context of implementing 
sustainable development benchmarks should ensure 
the following objectives: increasing the level of 
transparency of the organisation's management and 
activities for numerous stakeholders (both internal 
and external); provision of complete, reliable and 

factual information on the results and nature of the 
company's activities in terms of progress towards 
achieving sustainable development goals; reformation 
and strategic reorientation of business interests and 
values to align them with the interests of communities, 
society, present and future generations; promotion 
of a better governance system based on the principles 
of fairness, inclusiveness, openness, and achieving 
a balance of interests of all stakeholders; formation  
of an effective governance mechanism that would  
meet the long-term needs of both business and  
society; facilitating the transformational transition 
from short-term management to strategic large-
scale management; creating preconditions for 
assessing the degree of progress and achievement of  
sustainable development goals not only at the  
business level, but also at the level of management  
of territories, regions, countries and their associations. 

In the context of intensive digitalisation of social 
life processes, including management, these control 
tools are actively supplemented by digital tools, 
such as real-time and virtual data monitoring and  
analytics, cloud platform tools, and artificial 
intelligence. All of them contribute to the operation  
of central control procedures and increase the  
analytical quality, reliability, completeness and 
transparency of their results.

The agri-food sector of social production is the 
leading sector of the Ukrainian economy and is 
extremely important from the point of view of  
achieving the Sustainable Development Goals. In 
the context of Ukraine's integration into the practical 
implementation of the Sustainable Development 
Goals, the further development of the agri-food 
sector is closely linked to the achievement of the 
following Sustainable Development Goals: poverty 
eradication, hunger eradication, health, decent work 
and economic growth, reduction of inequalities, 
sustainable development of cities and communities 
(17 Sustainable Development Goals: Ukraine). 

Strategic Controlling in the Management 
System

Management philosophy Function and control mechanism

The way of thinking and behaviour of 
management personnel, according to 
which the main priorities are success 
in achieving the company's long-term 

goals

An integrated system of information, 
analytical and control support for the 

management process in various 
relevant dimensions

Figure 1. Place and role of strategic controlling in the organisation's management system

Source: authors' development



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Today, the management strategy of the largest agri-
food companies in Ukraine embodies the main tasks 
and priorities of sustainable development. These 
include: agribusiness as a responsible employer, social  
investment and leadership, support for the  
development of rural territorial communities, 
reliability of partnership and sustainable relations  
with stakeholders, care for people and the  
environment, innovative development, preservation 
of biodiversity, safe and high-quality food. The  
practical implementation of these areas of sustainable 
development has strong financial backing from 
agri-food businesses and provides an integrated, 
controlling system for their use and effectiveness.  
In their conceptual basis, the goals and objectives  
of sustainable development are based on long-
term public interests. One of the critical tasks of  
management is to find mechanisms and ways to  
combine them with the interests and goals of the  
business to achieve a common synergistic effect.  
This implies the need for continuous monitoring of 

the degree of achievement of sustainable development 
objectives of agri-food business entities, their 
effectiveness for society, territories and business, and 
the assessment of the effectiveness of the costs of 
sustainable development programmes and projects.

Getting acquainted with the practice of controlling 
agri-food enterprises in Ukraine has shown that  
non-financial reporting is the most important 
controlling tool for achieving sustainable  
development goals. In Ukraine, non-financial  
reporting by companies is not mandatory and,  
unlike financial statements, is not regulated by  
national rules and regulations. At the same time, 
companies have long been preparing and publishing 
such reports on a voluntary basis, based on  
international standards and recommendations. 
Examples of such reports include social reports, 
sustainability reports, environmental reports, etc.  
An examination of their content and structure  
showed that they significantly exceed the financial 
statements of agri-food companies in terms of  

Analytical diagnostics

Controlling elements Controlling Tools

Cluster analysis, correlation and regression 
analysis, factor analysis, SWOT-analysis,

PESTEL-analysis, expert evaluation methods,
functional and value analysis

Monitoring 
Key performance indicators, behavioural 
management tools, defining elements of 

business behaviour, indicative tools

Communication 
subsystem Platform mechanisms, expert methods

Adjusting actions and 
plans to achieve goals

Brainstorming, graphical methods, network 
graphs, spatial analysis, expert forecasting 

methods, benchmarking

Achievement of planned sustainability targets 

Tools of the Strategic Controlling System 
in the Management of Agri-Food Companies

Planning 
Benchmarking, ABC-analysis, portfolio 

analysis, budgeting, XYZ-analysis, expert 

Management system Analysis by economic and statistical methods, 
targeting, CVP-analysis, financial analysis

Figure 2. Tools of the strategic controlling system for achieving  
the company's sustainable development goals in the agri-food sector

Source: authors' development



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content and scope and mostly comply with the  
principles of openness, transparency and completeness  
of data. The information presented in the  
sustainability reports is the result of the controlling 
system and, in turn, becomes the basis for further 
adjustments to the activities of agri-food companies  
to improve the strategic management system.

Simultaneously, the management system of 
sustainable development of business entities in the  
agri-food sector in Ukraine is at the stage of its  
formation and, accordingly, requires further 
improvement of all its main components and  
functions. Improvement of the control subsystem 
today requires concretisation and unification of 
indicators of sustainable development, search for 
new tools and mechanisms for their achievement, 
increase of transparency and flexibility of monitoring 
and analytical support systems. This will allow agri-
food companies to develop common approaches 
to management and evaluation of its effectiveness,  
which will help consolidate the efforts of all  
participants in the agri-food sector to achieve  
sustainable development goals and create conditions  
for improving the quality of life of the country's 
population.

4. Conclusions
The studies carried out allowed to establish 

that controlling is an essential function of the  
management system, the effectiveness of which  
mediates the effectiveness of the performance of 
all its other functions. Strategic controlling in the 

implementation of sustainable development in the 
management practice of agri-food companies is one 
of the most perfect management philosophies and 
an exceptional management function. The agri-food 
sector should comply with the principles of flexibility, 
correlation with business objectives, transparency, 
inclusiveness, openness and completeness of the 
information and analysis base, and efficiency. The 
construction of a strategic controlling system in the 
management system of agri-food companies should 
take into account a set of the following elements: 
planning, analytical diagnostics, monitoring, 
communication subsystem, control subsystem, 
adjustment of actions and plans of the company's 
activities. Each element of the strategic controlling 
system has a set of tools, among which the following  
are of particular importance: benchmarking,  
ABC-analysis, SWOT-analysis, PESTEL-analysis, 
expert evaluation methods, CVP-analysis, financial 
analysis, network graphs, and expert forecasting.  
With the active digitalisation of management  
processes, cloud platform tools and artificial  
intelligence are becoming promising. Ukrainian  
agri-food companies are actively involved in achieving 
sustainable development goals, which improve the 
system of strategic control in management. The main 
method of strategic control of enterprises today 
is voluntary non-financial reporting. It forms the 
information and analytical basis for the mechanisms 
and procedures of strategic controlling and  
contributes to the achievement of the goals and 
objectives of sustainable development of Ukrainian 
business and society. 

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Received on: 26th of January, 2024
Accepted on: 10th of March, 2024
Published on: 05th of April, 2024