of the Strategy developed by the Russian Railways Holding until 2030) is estimated at 2.2 billion rubles.
The implementation of the Program in conditions corresponding to the conservative scenario of the development of the Russian Railways holding will allow achieving targets for the period up to 2030: increasing the local speed to 46.5 km/h, the average weight of a freight train of 4,200 tons, locomotive performance of 2,193 thousand tkm. br., the share of shipments delivered within the regulatory (contractual) period is not less than 95%.
The total accumulated (period 2015—2030) economic effect is estimated at 15.4 billion rubles (without the price factor in the working conditions of 2014, regardless of market conditions), including: 8.9 billion rubles – optimization of operating costs and 6.5 billion rubles. rub – reduction of financial risks of making claims for late delivery of goods.
The implementation of the Program for the development of the vertical traffic control will lead to an annual optimization of the need for traction resources by improving the quality indicators of the use of rolling stock.
The total accumulated effect of optimizing operating costs by reducing the need for traction resources (to the level of the previous period) while increasing the average daily productivity of the locomotive to 2,193 thousand tkm. br. (corresponds to the conservative scenario of the Development Strategy of the Russian Railways holding until 2030) is estimated at 8.9 billion rubles.
The implementation of the Transportation Management Vertical Development Program will lead to a reduction in financial risks for accrued claims for late delivery of goods when the delivery reliability level of 95% is reached by 2030 (corresponds to the conservative scenario of the development of the Russian Railways holding until 2030).
1.3 Ways of business development and customer orientation of the Russian Railways Holding
Today, both at the state and corporate levels, there is an increased understanding of the need to move to setting long-term goals and objectives and forming an integrated strategic management of production processes. By order of the government, amendments were made to the Transport Strategy of the Russian Federation for the period up to 2030, which defined the main goals of the development of the country’s transport system in modern macroeconomic conditions, fixed the state policy in the field of management and support of modes of transport, including rail. One of the key changes was greater customer orientation, consolidation of requirements for the quality and reliability of the services provided.
Changes also continued in the strategic management system at Russian Railways. Approved by the Board of Directors of the company at the end of December 2013, the strategy of its development until 2030 determined the course for the formation of a vertically integrated transport and logistics holding and building a management system for five key business blocks. Due to the diversification of activities, a synergistic effect is formed, bringing the financial result of the holding to a much higher level compared to the model of an exclusively infrastructure company. In early February 2014 The Board of Directors of JSC “Russian Railways” approved the control parameters of the target state of the holding for the period up to 2030 in general and for the main business blocks.
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.
Working in the new evaluation system, all business blocks and business units, fulfilling their specific indicators, are primarily obliged to ensure access to the general parameters of development and efficiency improvement. This is what interaction and coordination in the holding should be based on.
The task of consolidating car fleets remains relevant. In recent years, many technological and management solutions have been worked out in practice. This allowed us to form an understanding that the solution of this problem is possible through the implementation of a rental scheme that will concentrate the management of parks in one hand.
It is obvious that the Federal Cargo Company, as the largest operator with all the resources and competencies, should become a platform for the consolidation of parks. But in order to start this process, we need proactive decisions from the regulatory authorities. This is the liberalization of the carriage component or the establishment of a rational tariff corridor. In the absence of these tools, a work model that is effective in relation to technology will be non-market and uncompetitive.
So far, we cannot be satisfied with the level of development of landfill technologies. It is obvious that it is impossible to manage the transportation process within the boundaries of large polygons in manual mode. We need not just an automated, but a control system. In this regard, I would like to once again draw attention to the need to develop such an obviously complex project of a unified intelligent control system and automation of production processes in railway transport.
Such projects include the development of passenger traffic in the Moscow transport hub. It is based on services that are really in demand and provides for comprehensive financing from JSC “Russian Railways”, the federal budget and the funds of the city of Moscow. This is a large complex project, the experience of which can be used in the development of large agglomerations on the railway network.
Even more difficult are the tasks of achieving parameters that depend on the coherence of the actions of three or more business blocks of the holding. In order to ensure a break-even
