At AvtoVAZ, a sweeping effort was carried out to clear the factory floors of incomplete vehicles. The Avtograd community on the VKontakte social network reported that the enterprise took decisive steps to finish what was left in progress, move those cars through the necessary stages, and put them into the hands of customers. This wasn’t a small housekeeping task. It was a planned, large-scale push to restore workflow and stabilize output after a period of backlogs. The company’s leadership communicated that all models built at the plant had their missing pieces located, finished, and redirected to the transport workshop before reaching consumers. That sequence helped restore supply flow and reduce the risk of further delays in deliveries.
By late October 2023, industry observers noted a heavy backlog of partially assembled vehicles. Reports indicated that the number of unfinished Lada Vesta units stood at 12,000 in mid-October. A month later, insiders claimed the tally had dropped to about 4,000 vehicles awaiting component installation. The shift underscored a dramatic swing in production efficiency, with the plant moving from a state of suspension to one where operations could proceed with improved cadence as component supply stabilized.
Speaking in November, Evgeniy Shmelev, AvtoVAZ’s first vice president for strategy and technical development, acknowledged the pressures that led to the accumulation of incomplete cars. He explained that the factory had been compelled to ramp up output of unfinished vehicles to meet demand, even when the necessary parts were not on hand. At the peak, the number of such cars reportedly neared 15,000. He also pointed out that pausing production was not a preferred choice, but a practical one, because continuing without critical components would simply incur higher replenishment costs and create more inefficiencies in the long run. In his view, completing the existing stock and reducing the backlog was essential to returning to a sustainable production rhythm and safeguarding the plant’s future viability.
There was also note of public sentiment around the plant’s products. In earlier discourse, Moskvich, a model associated with the brand’s broader lineup, had been singled out by some observers as a source of dissatisfaction. The ongoing efforts to resolve the backlog offered a chance to reassess model performance, supply reliability, and customer expectations. The broader narrative framed these actions as part of a larger strategy to stabilize output, align procurement and manufacturing, and reestablish trust with buyers who rely on regular deliveries and consistent quality from AvtoVAZ.
In context, the story reflects a careful balancing act: restoring the supply chain, accelerating the completion of cars already in the factory, and preparing for smoother future production. The company’s communications emphasize that every model produced is accounted for, parts are sourced with an eye toward long-term stability, and the overall manufacturing cycle is being optimized to avoid future backlogs. The portrait that emerges is one of a plant navigating a challenging period by tightening internal processes, improving component logistics, and focusing on timely handoffs to transport and, ultimately, to customers. This approach aims to ensure that the company can consistently deliver vehicles without the repetitive interruptions that previously disrupted the flow of cars from assembly lines to showrooms and roadways. The developments will be watched closely by industry stakeholders seeking to understand how large-scale automotive manufacturers adapt to supply chain shocks and maintain delivery commitments. Attribution: AvtoVAZ press briefings and internal communications summarized from the Avtograd community on VKontakte.