Mikhail Viktorovichi Reshitkov Biography

The CEO of the logistics company talked about how it coped with the challenges of the year, what processes had to be built again, as well as how the market structure Mikhail Landytkov photo changed: the press service of the past year became a difficult test for all market participants: there is not a single industry that the difficulties caused by sanctions did not affect. However, logistics companies were especially difficult, because all their work was tied to international suppliers and a debugged route network.

About how one of the representatives of the industry - the company RTL - adapted to new economic realities, in an interview with BFM. If you had to describe this year in three words, what would they be? Mikhail Landytkov: Swift, reversal, experiencing. I think these words would say in my place the majority of business owners in the year. For everyone, this year has made its own adjustments.

I will refrain from giving these words of any color, but everyone understands that nothing will happen like before. You need to adapt, change business models, adequately respond to what is happening. What difficulties were in the year? How did the logistics company dealt with them? Mikhail Levytkov: The first half of the year was especially complicated.

We specialize in the delivery of oversized equipment, we deliver a lot from abroad. Russian enterprises, for which we deliver, fell under sanctions, and under the blow were primarily our customers in Russia. The situation was unstable at the international level. Literally every day the conditions of international trade changed. It should be especially noted that we work on complex multilateral EPC contractions that are signed and funded long before the fact of the transportation itself, because serious preparatory work is required to transport oversized goods.

As a result, an agreement was reached that we were given a certain time to complete previously signed contracts. There were difficulties with making payments to our foreign partners, as their banks returned payments back. It was very intense. Literally, every stage had to be solved individually and spend a lot of time. I want to note that our foreign partners were interested in cooperation and walked towards in every possible way.

How were issues resolved with transport, with borders? Mikhail Rivytkov: Our company has a license of a customs representative, so we resolve the issues of customs clearance ourselves, we have a whole customs department. During the year, we had no difficulties with the import of equipment, since it was not under sanctions. There were difficulties with the call of foreign ships with our equipment on board in the ports of Russia.

The owners of the courts, afraid to fall under the sanctions, forbade entering Russian ports to their ship, but there are always alternative decisions. What new markets is the company focusing on? Mikhail Resetkov: Many European engineering companies placed production, and often ordered the direct manufacture of equipment at Asian sites, so Asia is now many partners who are ready for direct cooperation.

Accordingly, we study the Asian direction and develop logistics solutions there. If we talk about the delivery of equipment from abroad, then the geopolit of Russia allows us to use the southern ports, the northern sea route and the Far Eastern ports. As for delivery within Russia, so far we have managed to find decisions, it would seem, in the most hopeless situations.

Did the company affect import substitution? If so, how? What has changed? Mikhail Levytkov: Import substitution is a complex process, and the transition period takes different times for each industry. For example, in the field of fast food or clothing, you can replace foreign participants for six months and without prejudice to the industry. If we talk about the import substitution of the oversized high -tech equipment with which we work, then everything is not so simple.

Globalization very closely connected the participants in the production process: they are engaged in engineering in one country, manufactured in another, the customer is in the third. It is logical that years will be required to become completely independent. However, there are many domestic enterprises with centuries -old history that produce modern high -tech equipment of the world level as part of import substitution.

It is founded in the year by decree of Peter the Great. As evidence of the exploration of “Izhora factories”, the manufacture of reactors for refineries can be given as an example. Another example is Volgogradneftemash OJSC. Currently, this enterprise is actively working with leading players in the oil and gas sector of the Russian Federation. What work has already been completed and how will it continue next year?

Mikhail Landytkov: In the year we completed a large project, which lasted five years. The next stage in the modernization of the Moscow oil refinery.In m, we complete the equipment for the delivery of equipment for the new “green” metallurgy in the Nizhny Novgorod region and participate in tenders for the delivery of oversized equipment in the future for the next five years.

Tell us more about this project. Mikhail Resetkov: In the summer of the year, RTL has implemented one of the most heavy projects in Russia for the delivery of goods to modernize the Moscow oil refinery. The parameters of the cargo are impressive: the length is 52 meters, the height is 7.4 meters, the width is 6.3 meters and the mass is more than the tons. The reactor was produced by PJSC Izhora Plants.

The cargo was delivered several stages from the manufacturer to the place of loading to the barge. The reactor was carried on a self-propelled modular conveyor. To overcome 13 kilometers, it took two days and a temporary overlap of railway traffic. They loaded the reactor with a proven incapacitance method through the appellation system. To stabilize the vessel during the load, the ballast tanks were filled several times and devastated.

We coped with the task in six hours. The water transition took 14 days, for which the barge passed 1.3 thousand kilometers. The path ran through the Ladoga and Onega Lakes, the Volga-Baltic system of channels, along the Volga and Moscow rivers, as well as the Moscow channel. Unloading ashore in the area of ​​the refineries passed quite quickly - within five hours.

But the conduct of engineering surveys and the preparation of design documentation of the berth began 18 months before.

The construction of the pier took about ten months. The final stage in the transportation of the reactor from the coast of the Moscow River to the enterprise ran along public roads. To maximize the load on the roadway and underground utilities, the reactor was transported on a unique self -propelled conveyor with wheels. What services were the greatest demand this year? What had to be changed and adapted?

Mikhail Resetkov: Negabarit logistics is a complex multi -stage service. Each project is unique, complex and unique. We do not conduct ten projects at the same time, because it is impossible physically. Gradually, we increase the number of services rendered on our own without involving contracting organizations. To date, in addition to forwarding, we are engaged in customs issues and develop the engineering and construction department, the latter is especially important.

Therefore, we do not have the task of changing or adapting anything in our services. Logistics, whatever it may be, is oversized or warehouse - always implies flexibility and adaptability. What management tool purchased in the year do you plan to use next year? Mikhail Levytkov: For me, the best management tool has always been acquired experience. In our business, it is impossible to implement the existing tasks with a boxing solution.

These are always people, extraordinary decisions and a little good luck. What is the most proud of this year? Mikhail Levytkov: For me, victory is unambiguous - it is a stable team and stable business development. We all understand that this year the team should come to the fore. My victory in that year that was taken and sustained at a time when the whole business was stormed.

We have preserved the team and our desire to stay closely and with the course for further development in the next - I am sure that the year is not easy. The company purposefully builds loyal relations with employees. That is, we want to convey to employees that the company will always support them in difficult periods of life, and from employees we expect the same attitude when the company is in a difficult situation.

Thus, we manage to keep the balance. How do you assess the prospects for the development of the country's transport industry for the coming years? Mikhail Landytkov: The transport industry is one of the most important components of the economy of any country. To date, an incredible number of growth points for all participants in the industry has appeared. Speaking about logistics, there is a very good joke, which more than ever reflects the situation: "The planning horizon in logistics has decreased to 10 minutes." I can assume that only the adaptive approach and cooperation of the industry participants will help us not only support the transport industry, but also succeed in performing unique tasks, where all players will receive a chance to prove their professionalism and the ability to work in the team.

What main results can you summarize today regarding business success? Mikhail Landytkov: We will be in the case for a very long time. We created a reputation, and this is not only my success, but also my team. And what we go together, proves that we value her. This year, the book “Leaders eat the last” impressed me, the author is Simon Sinek. A key message is an atmosphere that makes possible free information exchange and effective communication.

And this is true. It is important to create the atmosphere that will allow the team to go together through any difficulties.