Development alternatives in strategic planning of a mining and metallurgical company

Methodological approaches to the formation of strategic alternatives in the theory of strategic planning have been developed in relation to markets with high competition and oriented towards mass consumers. The specifics of mining and metallurgical production and mineral resource complex as a whole have not been practically reflected in the methodology of strategic management and planning with regard to the choice of development of business segments with raw material specifics. In the mining and metallurgical industry, it is necessary to take into account mining and geological and geographical factors, the peculiarities of production chains and the importance of applying unique techniques and technological solutions. In addition, the market in the mining and metallurgical industry is, as a rule, global in nature, and the issues of supply of critical materials are very acute for the entire global industry, including the energy sector, which seems to be extremely relevant in the transformation of the global economy. In this regard, the problems of development of strategic planning systems in the mining sector remain important and this study highlights the features of matrix models application. The expediency of using some of them is substantiated. The modification of G. Steiner’s matrix approach is carried out taking into account the expansion of two fundamental criteria - “market” and “product” The variants of strategic alternatives, which are expedient to use in the framework of G. Steiner’s model modification and relevant for the mining and metallurgical sector, are shown.