Sergey Klkarupa biography

Higher education, construction. He moved to Moscow 24 years ago. He worked in the construction system. With the beginning of perestroika, I decided to do the woodworking business. He began in the Murmansk region. Then it was closer to me, and the situation was favorable, since in the Moscow region active summer cottage was unfolding, and many lumber was required. Then, for family circumstances, he was forced to return to Moscow.

Gradually refused travel and finally engaged in the transport business in Moscow. And it all started with one cargo vehicle. It was a heavy -loaded MAZ. Then everything went to develop. After 2 years, there were already 5 cars, a small office appeared. And so it went on the growing one. During the first ten years, almost everything that was earned was invested in the development of the company.

Then, based on a fleet of 57 trucks, they created their expedition. Then it was a good option, because the privatization process was intensively and many private companies appeared. We combined near small carriers and began to act as a transport and expedition company. In the year, they began to build their warehouse, however, after the crisis of the year, they were forced to freeze the construction, because, like everyone else, they found themselves in a very difficult situation.

But already in the year they were able to continue the construction, although I had to reduce their own transport, since its profitability has sharply decreased. Thus, they gradually switched to a system close to the concept of logistics, that is, transport, warehouse, forwarding and delivery. And already in the year we were awarded the diploma as the best Russian logistics company.

Today we are engaged in customs clearance, delivery of goods in international and internal areas and warehouse services. In the year, we offered the Ministry of Transport the original project to create logistics centers involving local administrations, and the next year an experimental project was implemented in the Krasnodar Territory. There, with the participation of the administration of the region, our company and bank, the first center of logistics was created, focused on auto trucks.

He began to work seriously in the year. First of all, we analyzed the state of the car carrier market in the region: this work took a year and a half, and we did it ourselves, investing only our own funds. A lot of interesting nuances were discovered, which later helped to establish the normal work of both our center and the regional department of transport. In particular, it was possible to identify a number of factors that objectively interfere with the development of the auto -loading industry in the region.

On this basis, we managed to develop a concept for the development of auto transportation in the Krasnodar Territory, which includes the creation of a network of permanent warehouse complexes with centralized parking lots, and measures to update and support the carrier park, etc. This is a very serious work, and it is in the course of the President of the Political Policy Partnerships.

When we created this center, we talked with the governor of the Kuban and offered a fairly simple option: we need normal, that is, transparent and understandable work, and the state needs budgetary efficiency and transparency of transportation. On this we came together. Very difficult. Unwillingness to help? The desire of individual officials to warm your hands on this?

Indeed, the administrations work either old personnel or young carriers, which are weakly versed in the practical activities of carriers. It is quite difficult to rebuild for everyone, because the restructuring includes not only changes in the approach to transport departments, but also in economics, finances, etc. add imperfect legislation here, departmental contradictions and disunity, lack of real statistical information ...

In addition, transportation today is a super -confused system that has neither control nor truth reporting. Frankly, no one is clearly versed in passing transport now. We spent two and a half years to understand it, and, probably, today we are best presented the situation. Therefore, within Russia it is not their field of activity. We are much more actively cooperating with the Russian Union of Road Transporters, headed by Dmitry Ivanovich Marchuk.

He was imbued with an idea, the specifics of the industry are close to him, and he works quite tightly in this direction with power structures and with the government. Paradox: We all suffer alone, but do not unite, because competitors. Over the past five years, we tried to contact several times to solve common - I emphasize - problems, but did not find a response from our colleagues.

Complete tightness and secrecy. Carriers have already fed so much of these associations, unions, etc., it is necessary to overcome the prevailing distrust that nothing can be changed. With freight transportation, it turned out that they seemed to be given to the regions, but they were not given the rights to the regions: all rights to regulate freight transports remained with the state.And it turned out a certain vicious circle: no one, in principle, does this, because no one can do anything.

We wrote several articles on the crisis of the organization and management of freight car transportation, describing the internal problems of the industry and external problems related to the state. The state must manage the industry: its task is to regulate, which means to determine the strategy and goals, to create rules for them and control their execution.

In fact, nothing happens in our area. Everything goes by gravity and chaotic. Then let's get back to the situation in your company group. You said that you started your business alone. What was the impetus for the beginning of entrepreneurial activity? Have you had an idea of ​​how to act and what you want to achieve? And I was interested in transportation, because it is a dynamic business and will always be in demand.

But here the problems began. I must say that the psychology of a Russian person is quite interesting in itself - respectively, and in our company negative phenomena began to manifest through which everyone passes. This is work for your pocket and rollbacks. And now, as it seems to me, the tendency is generally gaining strength to consider the enterprise as a project, where you can make money.

That is, the company is evaluated from the point of view of how much you can get from it, without thinking how much you can give it to it. Now it has become a phenomenon of all -Russian scale. I recently came across an interesting article called "Hoamer Managers." This is just about such managers who come to the company, work for half a year or a year until they figure out that they are actually nothing, and they are fired.

Then these managers begin to look for another company, of course, with higher earnings, and gradually reach the level of up to thousands of dollars per month.

At the same time, the owners are mediocre, coordinated teams are falling apart. This led to the fact that if earlier there was a moment when the owners began to move away from the management of their companies, now, on the contrary, they began to return. At the head of each is its own director, but I am carrying out general management and control. What is the nature of your relationship?

The most difficult thing is to choose such a staff. Today in the market, wages do not correspond to personnel qualifications. In fact, there are few qualified people, but there are a lot of ambitious personalities and just hacks. But everyone learned to first -class to sell and present themselves to the employer. Would this not cause any jealousy? But you must understand that you have such pluses and such minuses.

They will be with you anyway, until you correct them yourself. As part of the company, they were compensated by other people, and there you will have to overcome them yourself. And the second: you must understand that today the level of business is such that one or even together you are not able to do anything. So, you will have to dial the team, and by recruiting it, you may face a situation where one of it decides to create your own business.

And in the final, everything will return to his circles. But if you still want to try, try it. I have no jealousy or rejection for me. There are unpleasant moments when people are trying to try customers leading you, that is, you trained these people, gave them customers, paid for working with these clients, and they, leaving, take them to themselves. A feeling of hostility remains to such people, because it is not a business, but a simple theft.

But actually the decision is still behind the client. There were guys with whom we well said goodbye. But I must say that I do not see successful entrepreneurs among them. Today, the business is not at all the same as we were at the time when we started, or even five years ago. If we talk about a serious business, it is almost impossible to create it now.

You can create a small company, but it will be more likely a form of survival, work for yourself. And how do your regular customers react to this? After all, not everyone is ready to trust the first seller of transport services that came across? There are large enterprises that, in principle, do not work with private traders, but managers work in them, the only indicator of the efficiency of whose work is to reduce the cost of transportation, and at some point such a manager begins to resort to the services of private traders.

But here there are already other points, for example, in the difference in taxation between the “imputation” and the VAT, which hit the client itself. The manager, as a rule, does not know about this, and the general director, of course, does not think. There was a time, our clients, poorly presenting the situation, rushed to create their transport companies, but quickly what they called - they realized that it was not the same savings as it seemed to them.