The Nizhny Novgorod Railway Company - NZhK (1C: Enterprise 8.0)

The project on implementation of an information system in "Nizhny Novgorod Railway Company" (NNRC) came to the end. Automation of this small, but dynamically developing enterprise proved that information technologies contribute to the development not only large corporations, but increase business performance of the companies of any scale.

In spite of the fact that "NZhK" – rather small on the number of employees, the company has rather high rates in work. In 2010 the management of "NZhK" realized that those technologies which were the cornerstone of a management system do not contribute to its development any more. Such plans as increase in base of clients and suppliers and also intention to enter international markets, seemed, at that stage of development of the company, difficult to achieve. It was decided to implement Business Process Management Suite which would allow "NZhK" to make high-quality breakthrough and, as a result, to raise its profit. For the solution of these tasks the NZhK company addressed Constant.

Starting implementation of an information system, experts of Konstanta company considered characteristic of the market at which "NZhK" works. Products in which the company is engaged (spare parts for cars) have no uniform settled price. It led to the fact that the sales departments and purchases forming a business basis worked by the principle "sell – more expensively, to purchase – cheaper". As a result, it not only did not promote business performance, but even slowed down its development, reducing the number of successful transactions. The Konstanta company proposed the solution – to display the average price of products. Knowing only this price, the sales department of NZhK company began to accept everything potentially profitable, and not just the most profitable, requests from buyers. As a result of this solution, the purchasing department was reoriented on the most complete satisfaction of requirements of sales department. Thanks to this scheme the company achieved the main thing – increased the turnovers at the expense of effectively built system of interaction of sales departments and purchases.

Other serious problem limiting development of this company, small on number, was lack of accurately registered functions of departments. With respect thereto, determination and differentiation of powers of each employee became one more task for Constant. The structured company with accurately delivered processes was result. At the expense of it there was a new resource for increase in sales volume and purchases, and, the main thing, arrived in general. All these efforts significantly increased stability such dependent on key clients and suppliers of the company what NZhK is.