In the current conditions of management, characterized by instability of the external and internal environment of an enterprise, worsening of the economic and political situation in Ukraine and the impossibility of long-term forecasting of economic activity, enterprises faced the need to assess their anti-crisis potential.In this paper the main evaluation criteria are determined and a methodology for a comprehensive evaluation of the enterprises’ anti-crisis potential is developed. The main evaluation criteria are the dynamics of indicators, characterizing the production, marketing, personnel, financial, technical and technological components of the company's anti-crisis potential. The proposed in the paper methodology for a comprehensive assessment of the crisis potential is based on the calculation of the integral indicator and allows not only to carry out a generalized comparative evaluation of an individual enterprise’s activity in the relevant period, but also provides an opportunity to conduct a multidimensional comparative analysis of activity of several enterprises, operating in the same industry. Carrying out an assessment of the anti-crisis potential using the abovementioned methodology allowed us to determine the weakest aspects of the enterprise's direction of functioning. Using the graphical method in evaluating the results of implementation of various management solutions allowed us to vividly identify the weakest aspects of the enterprise's activities and to assess the results of implementing various management solutions.Using the proposed methodology, authors estimated the anti-crisis potential of several machine-building enterprises (PJSC «Khartron», PJSC «Datagroup», SE «Konotop aircraft repair plant» AVIAKON»). As a result of the conducted research, it was founded, that the most negative impact on anti-crisis potential of these enterprises is the ineffectiveness of the use of technical and technological resources, which reduces the opportunity to achieve sustainable development of analyzed firms. That is why the work to ensure the appropriate level of anti-crisis capacity should be of a permanent nature.

enterprise; anti-crisis potential; complex evaluation method; production-sales component; personnel component; financial component; technical and technological component

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