We turned to Kanat Shokbatar, Commercial Director of Daewoo Bus Kazakhstan, with questions about participation in categorical procurement management. The supplier of the famous Daewoo buses has been cooperating with the buyers of the Holding in the new KUZ format since 2016, and the real experience of this active market participant is very important for the development of the "Cars and buses" category.
Kanat, list the most important advances in cooperation with the holding companies, which can be attributed to the effect of the introduction of HPU?
Kanat: The main thing is that the procurement system has been simplified - the conclusion of contracts is now carried out directly under a category agreement, and priority is given to local producers.
How does Daewoo Bus Kazakhstan operate in situations when the Holding's companies require models that are not provided for by the HPU?
Kanat: We always flexibly adapt to the client, or try to orient him towards our products.
Are Daewoo Bus Kazakhstan experts involved in the strategy development process?
Kanat: Yes, we are gradually getting involved in this process. Our experts collect data that will be required to work together on the further development of the strategy. We received relevant inquiries from the Category Procurement Management Department, including proposals for segmentation and the formation of requirements for the supplied equipment.
What tactics does the company adhere to to maintain stable prices for buses, especially when there are strong fluctuations in the tenge exchange rate?
Kanat: We have not yet worked out a mechanism to keep prices down. I would like to receive support from HPU in this matter.
What shortcomings of the HPU should be noted in the list of priority tasks for correction?
Kanat: It would be nice to strengthen the work in terms of guaranteeing orders from the companies of the Samruk-Kazyna Fund. There were cases when, at the beginning of the year, KUZ gave a list of companies with a list of buses to be purchased, and by the end of the year, most of the group had not bought the planned amount of equipment. However, active work in this direction is already underway. For example, the Fund's companies began to provide manufacturers with guarantees for certain volumes of purchases, and suppliers, in turn, made discounts on the terms of prepayment. Let's hope that the system of planning and prepayment to guarantee orders from the companies of the Samruk-Kazyna Fund will become a common practice for all of us.