About 1,500 parts required for the Lada car assembly have not yet been imported, which is roughly a third of the total needed. This was stated by the head of AVTOVAZ in remarks to a major business broadcaster during a recent regional economic forum.
Among these, around 300 distinct components are flagged as high-risk and are under continuous scrutiny. This situation forces the company to operate in a contingency mode, introducing additional exposures and challenges across the production process.
The risks are being monitored in real time as indicators frequently show that the supply of certain parts has been halted or delayed. The dynamic nature of these signals requires swift adaptation from the organization’s teams.
Engineering, logistics, and procurement teams must rapidly reallocate resources, identify capable domestic suppliers, or reconfigure supply chains to source components from other ally countries. This responsiveness is essential to maintaining steady production in the face of ongoing disruption.
Equally important is the ongoing assessment of alternative sourcing options and the adoption of resilient sourcing strategies to minimize the impact on output and delivery schedules while the supply situation stabilizes.