Kananyin Oleg Biography

The company "Russian House" is included in the first hundred of the largest grain companies in the Russian Federation, the holding includes more than 20 enterprises that are engaged in the production of wheat, barley, sugar, corn, seeds, flour, cereals and compound feed. Can you recall the day that laid the foundation for the Russian House? I understood that there was little chance - after all, they made an offer to me in the morning, and at noon already - elections.

We can say that that day I won, despite the fact that Valery Fedorov went to victory. How can this be? The fact is that this event laid the foundation for our friendship, and subsequently we became companions, creating the company "Russian House". Therefore, I connect the day of creating the holding with the same time. Several years passed, and in the year we decided to do business together.

They started, like many at that time: they traded everything that made a profit - batteries, refrigerators, food, etc. About a year later we made the first deal, which became the basis for our current businesses. Then the builders who worked in one of the collective farms of the Shchigrovsky district and received a salary of grain, we bought a batch of wheat, sent it to our Kursk plant of bakery and received flour, and then sold it.

It turned out profitably. From this moment, our food business began. It is necessary to undertake a lot to get the result: conclude an agreement, organize the supply, acceptance, delivery, storage, shipment, pay for the services of the processing plant, and sell with profit. And this is already a business - not everyone wants or can do it. Moreover, the builders have their own task - to build objects and get money for it.

It was such a time when people often received a salary by barter, not in cash. Wasn't it easier to stay in trade? For example, in order to bring refrigerators to the region, which were then in short supply, I had to drive far enough. I was both a manager, a forwarder and a seller, and often a loader. Together with the driver, we went to Km on Zile, loaded the car, brought it to Kursk, where we had already transported shopping or sold by ads that we themselves were stuck.

In those years, there was a shortage of many goods, and, of course, we sold almost everything that we brought. And the processing of grain into flour is already a completely different business. Other scales, volumes, tasks and approaches to their solution. How then did you see your future? Already during my studies, I was close to agriculture. The pre -diploma practice of the year took place at the Dnipropetrovsk combine plant, and in the previous two years he went to Riga for production practice, where he worked for two months a welder at the Rigaselmash plant, which produced agricultural equipment.

Worked in shifts. To Jurmala from there it is not far from there, and the guys and I went to swim in the Baltic Sea in the morning, and on the second shift - “to the machine”, it was necessary to fulfill the norm, to make money. Here, perhaps, then, standing at the welding conductor and 8 hours a day performing monotonous, monotonous operations, I very clearly understood that I would like to have an interesting job and get good money.

And I was ready to work a lot for this. Therefore, in the year, after graduating from the institute, I came to the plant, but not an engineer in the department, but a master of the workshop. It was a conscious choice: I believed that first we need to gain experience - in production and in communicating with people. Until now, with gratitude, I recall people, especially ordinary workers with whom I worked at the factory.

These were real professionals with whom the mountains really could be curtailed, and I learned a lot from them. You can dream about anything - many then wanted to be astronauts, pilots, but if you do not have certain qualities and abilities, then everything remains unrealized. The monotony of labor has spurred me to look for a more interesting activity, and the ability to do boring work gave patience that is necessary in order to achieve the goal.

I quickly reacted to the opportunities that opened. And when I was offered to participate in the elections of the Komsomol secretary, I agreed, despite the fact that the elections were predetermined and it was just necessary to make an alternative. So I met a companion. The turning point was when we left the factory and gradually began to develop our business.

We were faced with the fact that it became more difficult to place orders. This was the most difficult period: we did not know where to go further. We could sell flour, buy grain, but placing an order for the production of flour has become a serious problem. It included an elevator, feed and cereal production. During the year, we also built a mill with a capacity of tons per day.

The purchase of a production enterprise has become a completely new stage in development for our company. Can you recall the most striking example from experience? This happens in business every day. In the year, this led to the collapse: the provision of our, and not only, the company was violated by railway wagons. At that time, there was just a catastrophic situation.One structure was replaced by another, and these are other approaches, communications, management, agreements ...

We were suddenly de -energized, and for us wagons are very important. Over time, it was possible to establish a joint work, reach a higher level than when working with Russian Railways. Mutual cooperation allowed us the first to ship the sending route with grain in Russia in the direction of Novorossiysk and get discounts for transportation, and now for us this is a established system of shipment - here we are leaders in the Russian Federation.

What is a sending route? We load the full composition per day with a homogeneous grain, the locomotive of the Russian Railways comes and takes these cars to a single destination, usually it is Novorossiysk, Tuapse, Ventspils. At the same time, it is not necessary to cling or unhook railway cars anywhere - the entire composition has one destination.

And the usual shipments are a nightmare, both for Russian Railways and for the owners of the wagons: there I hooked the wagon, here I unhooked, the composition “bows” to many stations and half -land. As a result, the wagons turnover falls in 1, times and even more. And this is the costs-near the railway, the owner of the wagons. And in the end, everything goes into a pretty penny and shifted “to the shoulders” of farms growing grain!

So, solving new problems, we learned to load the grain with routes, which opened up new opportunities for us. Our elevators are able to load more than 1.5 million tons of grain per year. Given this factor, as well as thanks to the experience of working in the grain market, on the initiative of the Kursk Region administration, our company concluded an agreement with the Kursk grain Union on the provision of agricultural producers of the Kursk region on the formation and sending of grain baptism for shipment in the export direction.

Thus, solving the problems that arise, step by step, we create values ​​for our partners. As a butterfly effect. For example, in order for our Kursk grain to get to consumers in Kenya, Israel or Egypt, it must go a long way. From the combine, by vehicles, through the current of farms and KHPP, then - by rail to the port, there, through the loading terminal, it is loaded onto the ship and then.

On each link of this chain, costs are formed. Our task is to work promptly and minimize all logistics costs depending on us. One of the ways is the routing of grain shipments, which I already spoke above. We will not have this soon, but there are prospects. And now the cost of transporting by rail of one ton of grain from the Shchigrovsky plant to the Novorossiysk port we cost us about rubles.

Imagine if we had a percentage discount on route shipments! We could give highly competitive prices for grain on a large shoulder of delivery and significantly increase grain turnover through our elevators. It is appropriate to recall one of the laws of capitalism - "earn on the back." On one ton of grain, even having received the maximum margin, we will not earn much.

The more grains we translate through our CPP, the lower we will have specific costs and the more, in the end, we will earn not only us, but also our partners. Now they do not wear any catastrophic scale. Overcoming difficulties, we develop, become stronger. In general, we positively treat them. The main difficulty, difficulty or task I would call the need to increase management efficiency.

This is an endless process, and in it we see a lot of interesting things that remain to be done. After all, who today will say that he has achieved perfection in management will come to the fact that tomorrow everything will fall apart, because it is very dangerous to rest on the laurels of complacency. Management is everything: staff, finance, resources, supply, commerce, marketing, logistics and much more.

As for external factors, the expediency of Russia's entry into the WTO is incomprehensible. In my opinion, there is no need to expect anything good from this, but the government and the president promise that sufficient protective measures will be taken. Let's hope to fulfill promises. But everything again returns to management: in order to maintain positions in the market, when the external environment imposes restrictions, you need to learn to manage even more efficiently.

Have you also had to temporarily abandon any plans? Has the holding strategy changed? And while the plans for joining the WTO for our development have not influenced. We invested about a million rubles in the reconstruction of the feed factory, the construction of a seed plant and the purchase of agricultural machinery. And we do not turn anything from our projects. Now the first task is from those investments that have already been invested, to receive return.

And these plans have not changed - we plan to get the result, despite joining the WTO. You are a native chicken, the transformation took place before your eyes. At what point did everything change - what contributed to this? What is the attractiveness of the region for investors?