The paper examines the evolution and current configuration of agri‑service enterprises in the Republic of Belarus and their role in supporting large‑scale agricultural production. Using evidence from several service companies in Grodno region, the authors identify three distinct business models – a classical service‑centred operator (100 % revenue from services), a mixed agri‑service with own farming on 200–1,000 ha, and an industrial–agri‑service hybrid (~90 % revenue from equipment production) – and quantify their financial performance under conditions of persistent payment delays by farm clients. The results show that illiquidity and weak payment discipline in the primary agricultural sector (up to 60 % of payments delayed 2–6 months) systematically push agri‑service firms to diversify into non‑core activities, which helps to close short‑term cash gaps but erodes technological specialization and leads to a structural shortage of service capacity. For the first time, the models’ economic efficiency was assessed using actual cash flows and non-payment risks, revealing a hidden paradox: despite formally high profitability indicators, the classical model generates the largest cash gaps, threatening its own financial sustainability. The article analyses recent policy instruments, including price regulation, targeted exemptions for barter operations and the establishment of inter‑district mechanized units, and argues that these tools can only be effective if combined with measures to strengthen financial discipline of agricultural producers and to explicitly prioritise service revenues in support schemes for agri‑service enterprises.

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