It should be recalled that in 2014 the work was carried out in conditions of non-indexed tariffs, insufficient compensation for unprofitable passenger traffic, changes in the structure of cargo and passenger flows. However, the company has once again proved its ability to fulfill the tasks it faces.
Concrete steps have been taken to form a single window system: a decision has been made to concentrate a number of functions of cargo and commercial work at the central and regional levels in the contour of the transport and logistics business block. A vertical for passenger transportation management has been created and is already functioning.
Today, the system as a whole is clearly visible. Through the business blocks “Transport and Logistics” and “Passenger transportation”, the needs of customers are transformed into the production tasks of the holding, and they, in turn, are solved by the business block “Railway transportation and infrastructure”.
Interregional and regional coordination councils under the chairmanship of railway chiefs play a significant role in realizing the logistics potential of the holding. In close cooperation with regional authorities and transport market participants, issues of meeting the demand for rail transportation, attracting additional volumes of cargo are being resolved, proposals for the provision of new transport products are being formed.
The key activity of the business blocks “Transport and Logistics” and “Railway transportation and infrastructure” should be the expansion of the portfolio of services provided, which are fixed by the timetable and the train formation plan as key consolidating documents.
The holding already offers customers not just transportation, but also door-to-door cargo delivery, organization of transportation in international traffic involving several modes of transport.
In order to obtain the maximum synergetic effect, the company is forming an organizational vertical for managing customer orientation and business development for all types of holding activities with the creation of a Business Development and Customer Orientation Department in the corporate center. Relying on the powers of this department and the processes of inter-block coordination established by it, it is supposed to manage the value chain for the client, the quality of internal and external services and the mutually coordinated development of business blocks.