Under current conditions, international agro-trade is undergoing a fundamental paradigm shift driven by the combined effects of digitalization (blockchain, IoT, smart contracts), the “green” transformation (ESG tools, decarbonization), and unprecedented geopolitical shocks – most notably, the impact of the war in Ukraine on global supply chains. Traditional trading mechanisms are proving insufficiently flexible, prompting a transition toward new formats of interaction. Despite the active study of macroeconomic aspects of trade, the bibliometric analysis showed that the micro-financial dimension of agro-traders’ operations (cluster C5) accounts for only 7% of the overall strength of scholarly linkages. A substantial gap remains in understanding how integration into digital and trans-corridor formats affects the financial resilience and profitability of specific companies during crisis periods. The purpose of the article is to provide a comprehensive study of how the formats of international trade in agricultural products are being transformed under the influence of digitalization and geopolitical risks. The methodological framework is based on bibliometric mapping of 387 Scopus publications (2000–2024) using VOSviewer to identify the structure of the scholarly discourse. The empirical part relies on a comparative analysis of the financial statements of seven leading Ukrainian agro-trading companies for 2020-2024, focusing on liquidity, financial autonomy, ROA, ROE, and net margin. The evolution of trade formats was identified – from traditional markets to digital platforms and trans-corridor (hybrid) models that combine physical logistics with digital tracking. The ability to adapt to new routes was found to be a key determinant of profitability. The financial “comfort zone” is shaped not by revenue volume, but by the level of financial autonomy (34–46%) and the ability to hedge risks, whereas companies with high debt burdens or ineffective hedging remain in a loss-making zone. The findings confirm an asymmetry between the scale of operations and actual resilience, highlighting the priority of liquidity strategy and digital integration over traditional asset expansion.
Iatsenko et al. (Tue,) studied this question.