Strategic economic zones of motor transport enterprises is an example. Theoretical foundations for developing a development strategy for a motor transport enterprise. Formation of a strategy for a freight road transport

DEVELOPMENT OF MOTOR TRANSPORTATION ENTERPRISE

The need for continuous and purposeful development of ATP is determined by the fact that cost-effective transformations of ATP are a prerequisite for lengthening its life cycle.

Each ATP goes through certain stages of change. Sometimes the reason for these changes is determined by the external environment. So, the massive downsizing of domestic ATP in the 90s. XX century happened in connection with the general economic situation in the country. In other cases, enterprise managers themselves come to the idea of \u200b\u200bthe need for innovations, for example, they recognize the need to purchase such cars that would allow them to master international transport, and / or the need to expand the marketing function in a certain situation in the transport services market. Changes, when grouped by implementation area, may concern:

Technique used at the ATP, and technology for the production of transport services. Such changes affect the methods of organizing transportation and technical impact on the rolling stock, affect the composition and structure of the fleet of vehicles and other fixed assets, etc. The changes also consist in updating the knowledge and skills of employees, corresponding to technical and technological innovations;

The list and structure of transport and other services produced by the ATP. This can be both changes in the quality parameters of already mastered transport services, and the implementation of new services for a given ATP or its entry into a new market segment, etc.;

Structures of the organization of management of ATP. The changes here concern not only the size of the ATP or the type of its organizational structure, but also the system of remuneration of employees, organization labor relations, control and information systems, financial reporting and planning methods, etc .;

Corporate culture. Here we are talking about changes in attitudes, expectations, behavior of employees, about changes in the norms and rules adopted at the ATP, etc.;

Other changes.

Justification and choice of development strategy for ATP.Changes to the ATU should be consistent with the ATU strategy (see Figure 3.5), for the development of which employees are responsible higher levels management. In the current economic conditions, substantiation of the ATP development strategy is one of the leading tasks of managing its production and financial activities.

It should be borne in mind that often the development strategy of the ATP is determined without help modern methods, as a result of which the strategy is being replaced by the long-term development plan of the ATP. Such a substitution is unjustified, since long-term planning due to rapid dynamics external environment nowadays it is often untenable.

The ATP development strategy assumes the use of such a form of managed development as an innovation. Those changes that take place in ATP against the will of managers do not apply to innovations. A simple increase in quality or quantity according to any specific feature (for example, an increase in the number of drivers, renewal of the same type of rolling stock, etc.) is also not considered an innovation. Innovationcan be called the purposeful change that introduces new relatively stable elements in the ATP. This is a sign of the transition of ATP as a system from one state to another (more stable).

Justification of the development strategy is carried out on the basis of an analysis of the external environment of the ATP and internal factors of the effectiveness of its activities, taking into account their interconnections and the synergistic effect caused by these interconnections.

Present study guide we do not detail the content and methods of analysis prior to developing a strategy, since they are the subject of consideration academic discipline "Strategic planning". The literature on these issues is widely represented. In addition, Ch. 7 provides a general description of the organization of analytical work at the enterprise. Without dwelling on the analysis procedure, we nevertheless emphasize that the correct choice of the ATP development strategy largely depends on the quality of its comprehensive diagnostics.

The development strategy of the enterprise should reflect not only the focus in solving its main problems, but also the real capabilities of the ATP (financial, organizational, personnel), and also take into account the most likely changes in the external and internal environment. Salient features strategy is its continuity and transformation, which determines the need for constant management of ATP development.

In addition to the development strategy common for the ATP, a large ATP can also develop:

business strategy,aimed at providing effective development strategies certain types activities such as

Measures: container shipping; expeditionary activities; international transport, etc .;

operating strategy,set for the main structural units, for example, for a geographically separate branch of the ATU;

functional strategy,formed for each functional area of \u200b\u200ba certain area of \u200b\u200bactivity of the ATP. So, it can be a logistics strategy developed by ATP, a finance strategy, a marketing strategy, a personnel strategy, a strategy for information and analytical support of enterprise management, etc.

The development of ATP in accordance with the strategy chosen by him can take the form organizational redesign,which is achieved by the following interrelated actions:

Determination of the prospects and goals for the development of ATP, the development of indicators for achieving these goals and a general program of necessary actions to transform the ATP;

restructuring(structural reform) - a set of measures for the comprehensive reorganization of the ATP in accordance with the strategy of its development. This is a chain of interrelated organizational innovations designed to acquire the ability of an enterprise to adequately respond to dynamic changes in the external environment and achieve current and long-term competitiveness;

Establishing clear procedures for improving the communication of the ATU with the external environment, which makes it possible to increase the adaptability of the ATU through internal organizational restructuring;

Providing ATP employees with new knowledge, new skills and tasks, forming a positive perception of employees about the benefits expected as a result of restructuring and systems of remuneration for work.

The restructuring of the ATP can be considered a highly effective lever for increasing the competitiveness of the ATP, since it involves improving the structure and management functions; technical and technological transformations; changes in the financial and economic policy of the ATP. The implementation of the ATP restructuring program is directly related to its innovativeness - the ability to master innovations in the technical and technological, managerial and other spheres of the financial and economic activity of the ATP. Typically, restructuring includes the restructuring of ATP's assets.

Determination of the priority of the restructuring tasks and the priority of their solution.Despite the fact that the restructuring should be complex, nevertheless, in its course, the priority of the tasks to be solved should be established and the order of implementation of projects should be determined. Such an assessment can be carried out based on the analysis of development objectives

ATP identified as a result of its diagnosis. Such tasks may include the renewal of rolling stock; the use of subcontracting relationships; transition to another type of organizational structure; merger with another transport company; the use of progressive methods of organizing transportation; mastering the production of other services (other products) by the enterprise; implementation of a transport quality management system or a general quality management system; decentralization of management and the formation of centers of responsibility; change of the scheme of material and technical supply; optimization of the administrative burden; introduction of adequate information technologies; the introduction of norms of behavior for employees of ATP, etc.

Having compiled a general list of restructuring tasks, this list should be streamlined - to eliminate duplication of tasks, their interconnection, and also to equalize the scale of tasks. Formulations of tasks that do not meet these requirements should be excluded from their general list. Thus, comparability, interconnection and, at the same time, some autonomy of tasks are achieved.

The revised list of restructuring tasks should be subject to peer review, as a result of which the rank (significance) of each task is established and the tasks that are most relevant for the ATP at the moment of its existence are selected. Tasks that do not require immediate solution can be either excluded from the list or placed in the list of tasks in the next queue.

The most urgent tasks of restructuring are then evaluated in terms of the probability of their successful solution. It takes into account both the financial capabilities of the ATU, and the degree of its competence in solving individual tasks, i.e., as far as possible in the course of solving problems to overcome the influence of external factors. At this stage, tasks are selected again, i.e. their list is shrinking again.

Those tasks that are successfully formulated and at the same time assessed as particularly relevant, and can also be solved mainly by the ATP itself, are considered further from the point of view of the ATP strategy: it turns out to what extent the solution of these tasks corresponds to the strategic goals. The restructuring program includes those tasks that satisfy this requirement.

Such a multi-stage selection of tasks makes it possible to ensure the effectiveness of the measures envisaged by the ATP restructuring program and to avoid dispersing the forces and resources of the enterprise.

Restructuring (reforming the structure) can include any changes in the range of services provided by the ATP: changes in the structure of its capital; business education

Ness units; merger procedures, etc. Therefore, restructuring is not only an economic and organizational and managerial category, but also a legal one.

Most often, restructuring involves four main stages:

1) diagnostics of the financial position of ATP, analysis of its technical and economic condition, assessment of strengths and weaknesses, marketing research on the transport services market, ranking problems, identifying the main tasks of restructuring;

2) clarification of the enterprise development strategy, taking into account the results of diagnostics and the allocation of individual strategic sub-goals. Formation of an organizational concept for the development of ATP;

3) designing changes in the composition and organizational structure of management and in the composition and structure of the management personnel of the ATP. If radical changes are envisaged (reorganization of the enterprise), then it is necessary to develop a detailed project of these changes, providing for the solution of issues of personnel selection, legal support, engineering and information support activities of new structural units, internal pricing, financial control, etc .;

4) development and implementation of a program of measures for restructuring the enterprise in accordance with the conclusions adopted during the first two stages. The program specifies not only specific activities, but also the timing of their implementation, responsible executors, as well as the necessary financial resources.

Overcoming the social and psychological problems of reforming the ATP.A group of social factors in the development of ATP should be distinguished. Special attention to social factors is explained as follows.

The need to search common solutions economic and social problems arising in the process of a person's labor activity within the framework of a certain ATP is determined by the fact that the economic phenomena of ATP should be analyzed and designed taking into account the interests of both workers and ATP, and not only in connection with the final results of the production and financial activities of the ATP.

When designing solutions aimed at developing ATP, most often they proceed from the premise that all employees unconditionally share this goal and subordinate their other interests to it.

However, there are factors that complement, clarify, limit or even replace the goal of ATP development for a specific employee (group of employees).Some of these factors are listed below.

1. In an effort to maintain good relationships and not offend employees, employees may abandon strict adherence to the procedures that ensure the development of ATP. Thus, a transportation manager can deliberately weaken control over the activities of drivers, proceeding from the desire not to enter into conflict with them, and give the opportunity to add the amount of work, work "on the side", etc.

2. Some of the executors may refrain from proposals and actions aimed at the development of ATP, since otherwise it would violate the order established and promoted by the head. This applies, for example, to the widely used practice of attracting drivers to repair and maintenance work, which is an economically inefficient solution, but, unfortunately, a traditional solution for many vehicles.

3. The desire of workers to avoid risk can become a reason for refusal to implement some development methods, even if these methods are sufficiently tested and justified themselves in the practice of other enterprises. In road transport, this tendency is especially true for small businesses that prefer risk aversion.

4. The interests of employees can be directed primarily to their own wages, and this interest is often stronger than the interest in the profit of the ATP, the income of its owners, etc.

5. It is possible that interest in the development of ATP recedes into the background due to the desire of a certain group of leaders (managers) to retain control in their hands. In particular, the struggle for power, the desire to improve status, etc. can lead to the adoption of decisions that contradict the goals of ATP development.

6. On the way of measures that ensure the development of ATP, such seemingly unexpected factors as the desire of the leader to carry out charitable activities or the desire to be in harmony with his own conscience, as well as the desire of employees for special skills, self-valuable demonstration of their professional capabilities and etc. These factors are likely to conflict with individual decisions.

7. In the presence of a conscious desire of employees to develop ATP, this goal may still not be fully achieved due to the insufficient level of their professional competence, which may not be realized by employees or not fully understood by them.

So, it can be noted that each of the problems of ATP restructuring is associated with the adoption of rather complex decisions, with overcoming not only information uncertainty, but

And the traditional underestimation of the socio-psychological problems of reform. However, if these problems are neglected in the course of the transformations, then the structural reform (restructuring) of the ATP will not achieve the goal, and the enterprise will not move into a qualitatively new highly efficient state.

The overall economic effect of restructuring consists of four components: the effect from the point of view of the owner (manager) of the enterprise, from the point of view of creditors, from the point of view of the budget and social effect.

As a rule, the development of an enterprise requires investment of funds, and here the problem of investing an enterprise comes to the fore, briefly presented in the next subsection and discussed in more detail in Ch. fourteen.

Introduction …………………………………………………………………………………………….… ..3

1 Characteristics of the car transport organization, its potential and areas of activity ... ... ...... 4

2 Mission and goals of the road transport organization ………………………………………… ............... 6

3 Analysis of the external environment of the road transport organization ............................................. 7

4 Determination of the strategy of the road transport organization ……………………………………… ..… .10

5 Formation of assumptions used in planning ………………………………… ..... 11

6 Production plan …………………………………………………………………… ............ 12

7 Organizational plan …………………………………………………………………… .. …… 17

8 Justification of the current costs of the road transport organization ………………………… .. …… ..18

9 Justification of the value working capital motor transport organization ……………….… .... 31

10 Financial plan and risk assessment …………………………………………………………….… .34

Conclusion …………………………………………………………………………………… .....… 37

List of used literature…. ………………………………………………………….… .39

Appendix A Calculation of the number of drivers …………………………………………………… .... 41

Appendix B Calculation of the number of repair workers ……………………………………………… 43

Appendix B Calculation of the number of other categories of personnel …………………………………… 47

Appendix D Calculation of average values \u200b\u200bof performance indicators by car brands. …………………………………………………………………………………………… ..48

Introduction

Automobile transport plays an important role in the development of the country's economy. Currently, there are practically no economic problems that would not affect him. The main task of transport is the complete and timely satisfaction of the needs of the national economy and the population in transportation, increasing the efficiency and quality of the transport system.

Automobile transport saves public time in the transportation of goods, contributes to the development of the productive forces of society, the expansion of interregional ties, as well as the improvement of cultural and consumer services for the population. At the same time, motorization has a significant impact on the structure capital investments, architecture and city planning, as well as various areas life of society - health care, culture, education, etc.

The business plan of an enterprise is one of the main tools of enterprise management that determines the effectiveness of its activities. The development of a business plan allows you to effectively use business planning for competent enterprise management.

In market conditions and tough competitive struggle the company must be able to quickly and adequately respond to changes in the external environment and within the company itself. This becomes possible when several conditions are met: the administration and the investor correctly assess the real financial position of the enterprise and its place in the market; exists specific goalswhich the enterprise should strive to achieve; strictly controlled and executed every step of the plan.

goal term paper: to develop a business development plan for the road transport organization LLC "Petrovich", which carries out road transportation in and V. Novgorod and the suburbs.

The main objectives of the course work:

Analyze the external and internal environment of the road transport organization

Justify business development and competition strategies

Make a production plan

Determine the amount of working capital

Determine the resulting financial result and risk

Characteristics of the road transport organization, its potential and field of activity

PEC LLC was founded in September 2013 in Veliky Novgorod by a private person.

The average listed structure of the company, authorized capital, fixed and current assets of the company are shown in Table 1.

Table 1 - Company information

The PEC company specializes in the transportation of various goods in Veliky Novgorod and the suburbs.

The type of cargo transported at the moment is presented in Table 7. Transportation of goods is carried out only using our own rolling stock.

The financial and economic indicators of the company for 2016 are summarized in Table 2.

Table 2 - Financial and economic indicators of the company

The company "PEK" is located at the address: Veliky Novgorod, per. Basic, 13

Our company has its own base for maintenance and repair of cars.

When organizing the transportation process, our company uses rolling stock, the characteristics of which are shown in Table 3.

Table 3 - Characteristics of rolling stock

The main activity of the company is to provide clients with services in the field of road transport. We guarantee the achievement of the optimal combination of price, route and delivery time. To ensure the interests of our clients, attention is always paid to the safety and security of cargo.

We focus on young professionals who, if possible, already have work experience. The repair workers are highly qualified and regularly improve them. The drivers have extensive experience and work experience, 1st and 2nd class. The main requirement for all company personnel is compliance with labor discipline.

The company plans long-term activities and therefore considers it necessary to actively participate in the development of the region's economy, contribute to the development of culture and sports. In addition, PEC LLC conducts an honest tax policy and conducts timely deductions for taxes and fees.

The quality of services provided by our company is characterized by the timeliness of delivery and the safety of the cargo. When organizing transportation, we are guided by international standards ISO.

High quality of services is provided by an efficient system of operation and maintenance of rolling stock, which prevents disruptions in the delivery of goods.

Our company complies with all the requirements prescribed by the regulation on the safety of transportation of goods, thereby not endangering the lives of people and the safety of the transported goods. Also regularly held training sessions and instructing with drivers on the rules of transportation and safety road traffic... When manufacturing cars, the manufacturer guarantees the content of harmful substances in exhaust gases within the limits that correspond to the norm. In addition, the company is located on the outskirts of the city, thus having the least impact on ecological situation near. All cars are regularly inspected.

Mission and goals of the road transport organization

The mission of the company is to provide organizations with high-quality services in the field of road transport of goods, characterized by timeliness of delivery and safety of cargo.

The main goal of the company is to conquer the service market and develop its business in general. The company's goals (long-term - for 5 years and short-term - up to 1 year) are shown in Table 4.

Table 4 - Description of the goals of the company.

Functional area	Objectives
Long-term (5 years)	Short-term (up to 1 year)
Profitability	Achieve a 25-30% increase in profit per ruble invested	During the year, achieve an increase in net profit within 5-7% of its value
Markets	To increase the coverage of the road transport market up to 15-20%	By the end of the year, increase the market share to 4–5%.
Services	Expand the range of transported goods	Arrange the provision of services for additional packaging of goods
Costs	Avoid increasing costs by more than 10-15%.	Maintain transportation costs throughout the year
Financial resources	To increase the OPF by 15 million rubles; achieve an increase in working capital up to 1 million rubles	Achieve an increase in OPF by 4%;
Research, innovation	Within five years, increase the number of rolling stock to 40 units	Renew technological equipment.
Organization	Expand the list of settlements in the region to which goods are delivered	Introduce a department for the collection and processing of information into the staff of the company

Recently, there has been a crisis in the field of small and medium-sized transport companies. On the one hand, this is due to the fact that this industry is very costly. But, on the other hand, if we analyze unsuccessful projects, we will not find any marketing study there. A clear focus on demand is the key to a successful and profitable business.

"Loss-making project in transport" - I hear this phrase in professional environment, especially in the last 4–5 years, very often. Like other infrastructural sectors of the national economy, the road transport business is subject to a variety of market, market and economic risks. They are associated with the state of most of the main economic "arteries" of the country: extractive industries, industry, construction, military-industrial complex and trade.

The dynamics of the modern economic environment forces us to analyze the marketing component of the road transport business in a completely new way, much deeper. Otherwise, it is simply impossible to survive in today's tough competition.

Plan or lost

The main reason for the failures of many motor transport business projects, in my opinion, is the insufficient attention that should be paid by the organizers of this business to the company's position in the market, its target orientation and marketing strategy development. This fact may seem obvious and even strange to representatives of other industries, where marketing and sales technologies have advanced significantly further in their development.

Agree that, for example, it would never occur to anyone to open a spa in a remote village or a cheap eatery next to an expensive five-star hotel. These projects are highly likely to fail as they simply won't have clients.

However, when drawing up a business plan for a trucking company in Russia, an obvious set of marketing and sales risks is often not properly assessed at the very beginning of the journey. And, as a result, in the course of the development of projects, deliberately unprofitable divisions or enterprises with inappropriate transport assets are opened.

Thus, the marketing positioning and development strategy of a trucking company should be the cornerstones of a successful business plan. The development of the concept of an effective and break-even modern motor transport enterprise is based on the principle of a contractual approach.

It is important to focus on needs as accurately as possible. The principle must apply – buy commercial vehicles only at the request of the client, taking into account the plans and prospects of business development of the target group consumers as accurately as possible.

On your marks

When developing a project plan, you should answer the following questions.

1. What market do you plan to operate in?

2. Who are your clients and what are their needs?

3. Who are your competitors and what are their capabilities?

4. What is the uniqueness and main competitive advantages of your proposal?

5. What is your development strategy: at the start, at the stage of development, at the stage of business maturity?

6. What are the marketing risks of the project?

Being engaged in the development and implementation of many road transport projects, we have developed a corporate model for ourselves, which takes into account the marketing component at the first stage of work, and then passes through the "dotted line" through all stages of the project.

Thus, it is the block of answers to questions in the marketing component that allows you to correctly build the entire business plan. The business plan of a road transport project includes the following thematic blocks of issues:

marketing;
investment and financial business model;
organizational and legal business model;
staff and staffing;
rolling stock, vehicle fleet structure;
business processes;
quality standards and claims work;
a system of KPIs and reports to assess the effectiveness of the enterprise.

If, when developing a road transport project development plan, most of the recommendations for conducting an objective marketing assessment were applied, business risks are significantly reduced. However, using efficient technologies and planning at the start of a project does not mean successful activity in the long term or even in the medium term.

Marketing strategy

The start of the enterprise (including detailed study) and further stages of the project development take 2 - 4 years in the transport business. In addition, it is extremely important to monitor marketing prospects and risks in the course of its further implementation. We hold it every quarter.

Semi-annual and annual reports are the starting point for making decisions to supplement or change the business development strategy. Proposals developed on the basis of such monitoring can have a significant impact on decision-making in the field of commerce, financial and economic activities, personnel and business processes.

Unfortunately, within the framework of this article, it is not possible to analyze all aspects of developing an effective marketing strategy for a trucking company. We will touch upon a tactical issue that arises for a transport organization precisely during the development of a logistics project. It is associated with the selection and analysis of the effectiveness of the directions of transportation.

The problem to be solved in theory is quite simple. It is necessary to assess the actual marginality of each direction of transportation and choose the optimal ones. In practice, the problem of managerial choice for a manager of a modern motor transport enterprise (ATP) looks like a process of forming and developing a portfolio of orders, which should be built on the basis of an analysis of the following groups of factors:

transportation geography;
economic and marketing potential of geographic areas;
types of client contracts and potential traffic volumes;
the nature, intensity and rhythm of traffic;
completeness and quality of the provision of transport services to clients;
the ability to provide related and additional logistics services.

Let's consider these factors in detail.

Geography and traffic volumes

Distances are calculated in detail for each route, taking into account weather conditions and other features of the region. In some cases, they can have a serious impact on the rhythm of transportation and, as a result, on financial results.

Then the routes must be grouped into blocks according to the geographic principle: for international traffic, the grouping is carried out by country or region, for Russia and the near abroad - by city and region.

Thus, a potential transport matrix is \u200b\u200bformed, which can be quite complex, since in order to obtain an effective and accurate model, it should be built taking into account both direct and reverse routes.

Within the framework of the group of factors "economic and marketing potential of geographic areas", the economy is analyzed for selected geographic areas. The potential capacity of the transport market of each region or country is estimated in terms of freight traffic and the availability of the main market agents. The statistics on the movement of goods in the selected directions is considered. Often the correct approach is even to analyze individual industries and lists of specific potential customers in the region.

You can approach the issue of types of client contracts and potential traffic volumes in different ways. It all depends on the development strategy of the transport company.

The basic principle may be the contractual approach. This is due to the fact that modern logistics is based on mutual obligations of the customer and the supplier of transport services under the contract. Thus, there are:

one-time contracts for transportation;
framework contracts without commitments and volume guarantees;
contracts with guaranteed volumes;
contracts with partial or specific guarantees that occur under certain seasonal or circumstances declared by the parties to the contract.

Applying a contractual approach, it is easy to build a “funnel” of orders by contract type. Thus, an additional projection appears in the order book, in addition to georeferencing and economic indicators, by directions of transportation.

General contracts allow you to plan traffic volumes even in the long term, framework and one-time contracts are used to build scenario plans. The ratio of shares by type of contracts and planned traffic volumes form the ATP strategy.

... general contracts allow planning traffic volumes even in the long term ...

Rhythm of transportation and quality of services

The scheme of transportation organization, their intensity and rhythm for a certain time period - a day, week, month or quarter is usually analyzed for a unit of a vehicle fleet, by type vehicle... The very scheme of organizing transport activities can have a very significant effect on its result.

Therefore, when developing a marketing block, it is extremely important to correctly predict these indicators. They should be compared with the physical capabilities of equipment and personnel, taking into account the restrictions imposed by the current requirements of the legislation on the modes of movement, work and rest of drivers.

The profile, quality and content of a transport service are the main factors in the successful marketing of a transport company. The service should meet the demand, needs and expectations of potential customers as much as possible.

... the profile, quality and content of a transport service are the main factors in the successful marketing of a transport company ...

The cost part and the operational load on the transport company are extremely high. And profit margins in business, with the exception of specialized projects, rarely go beyond the industry average. Therefore, when developing a package of services, it is necessary to be guided by the principles of reasonable sufficiency. Otherwise, every minor change in the content of the service can seriously affect the final results.

Modern tendencies development of logistics dictate new requirements. The transport company is increasingly becoming a supplier of additional design, brokerage, intermediary and other commercial servicesthat are directly or indirectly related to the transport of goods. This is mainly due to changes in transportation standards and, accordingly, customer needs. For example, in international transport with the service of preliminary declaration of goods when crossing the border, the service is increasingly provided not by the broker, but by the carrier itself.

On the other hand, the appearance additional services in the portfolio of transport companies is often associated with the differentiation of their business and the increasingly frequent desire of customers to buy a turnkey service. In this case, the additional service may even go beyond the traditional understanding of logistics.

Service package

We have set an algorithm for developing a marketing block when launching or developing a transport project. The aim was to describe the practical sequence of the assessment and focus on those fundamentally important and specific issues that will help to avoid serious mistakes, risks and negative financial results for the company already at the development stage. marketing plan for ATP.

Using any effective modern tools in combination with the stated principles, specifics and ideas will help you develop a truly relevant business plan. It will be based on a detailed study of the marketing block and information about your target customers and markets.

The leaders of many ATUs mistakenly believe that the main thing in this business Is providing the client in an open and competitive transport market the maximum range of all kinds of services. Ours basic principle is a detailed service package prepared in full accordance with the expectations and needs of the target customer group.

We call this approach the value-added concept (added value of the service for the client). After all, it is precisely this clear demand orientation that is the key to a successful and profitable transport business. It allows you to provide the client with a full service, with a full range of corporate advantages that competitors do not have, with a clear control of operating and overhead costs.

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	Introduction

	Determination of the development strategy of the auto-enterprise for the future
	Initial data for course design
	General characteristics of strategic planning at a car company
	Choosing a strategic alternative in an auto enterprise
	Models and methods for forecasting the volume of demand for freight transportation by road
	Choosing a model and forecasting the volume of demand for freight transportation of a given auto-enterprise
	Assessment economic efficiency using a forecasting model in strategic planning at an auto enterprise

	The concept of tactics, policy, procedure and management rule at an auto enterprise
	Planning of technical and operational indicators and calculation of proposals for the volume of cargo transportation for the planned year
	Payment production program for the operation of rolling stock
	Planning the main performance indicators of the auto enterprise for the planned year

	Bibliography

	Technical and operational indicators
	Average - written off number of cars
	Average lifting capacity
	Car production rate per line
	Mileage utilization rate
	Load capacity utilization factor
	Time in dress
	Technical speed
	Ride length with load
	Time of pop loading and unloading
	Zero mileage

Strategic economic zones of motor transport enterprises is an example. Theoretical foundations for developing a development strategy for a motor transport enterprise. Formation of a strategy for a freight road transport

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