The paper discloses the current circumstances, problems and trends of the development inside the Russian ferrous and non-ferrous metal scrap industry. The author reveals a number of problems the industry at the moment faced. These include market instability and unpredictability, lack of balance between supply and demand, price disparity, high demand for capital expenditures, market opacity, an illegal turnover of secondary raw materials on the market. The article analyzes the prospects of the Russian ferrous and non-ferrous metals scrap industry in the medium term. The author calls the following trends: the complication of economic and natural-climatic conditions for harvesting scrap metal and preparing it for processing at metallurgical enterprises, the lack of socio-economic prerequisites for increasing the volume of scrap of ferrous and non-ferrous metals, a decrease in the quality of scrap metal harvested, the development of the institutional environment.

The article provides an overview of the interpretation of the concept of "digital platform", the author's definition is proposed. The functional classification of digital platforms is investigated and a conclusion is made about the underdevelopment of public digital platforms. The distinctive characteristics of public digital platforms and public information systems are revealed, the necessary conditions for the development of public digital platforms are determined. A mechanism for managing public digital platforms based on personalized data is proposed, taking into account industry development trends.

The article reveals a mechanism for determining the compatibility of core competencies and key factors of market success based on the QFD method. The relationship between core competencies and key success factors for successful business is shown. The article presents the results of assessing the use of strategic management tools in the practice of airlines to solve the problem of increasing competitiveness based on the compatibility of the organization's competencies and key success factors (KSF) of the industry.

The article is devoted to justifying the need for digital transformation of the oil and gas industry. We determined the priority directions of digitalization of enterprises and revealed their features. We proposed criteria for evaluating the effectiveness of industry digitalization. Conclusions are made about the need to create a unified digital platform for business processes of oil and gas enterprises in order to ensure sustainable growth of the Russian economy.