Volodymyr Machulka: On the Balance Between Quality, Speed, and Well-Considered Decisions
Behind a company’s smooth operation often lies what happens “behind the scenes”: spare parts delivered on time, the availability of necessary equipment, and well-planned inventory. All of this falls under the purview of the Logistics Department. We spoke with Volodymyr Machulka about striking a balance between quality, speed, and efficiency, management principles, and his journey from warehouse clerk to department head.
1. Providing the company with everything it needs—from office supplies to sophisticated equipment—is a huge responsibility. How would you describe your management style for this department?
Indeed, we provide employees with everything they need—from office supplies to sophisticated equipment. Everything is organized centrally: all requests go through our department—the procurement department. We have managers assigned to specific categories. For example, one is responsible for construction materials, another for electrical equipment, and yet another for spare parts for agricultural machinery, passenger cars, and trucks.
In our field, it’s very important to maintain a balance between three things: quality, delivery times, and accurate documentation. These aspects are our top priorities. In addition, we always stay one step ahead. We build up inventory to be prepared for any unforeseen situations. For example, we keep 2–3 sets of spare parts in reserve for each piece of equipment.
And one more important point—setting the right priorities.
2. Everyone knows you as someone they can turn to with any question and get advice from. What is the most important aspect of your problem-solving philosophy that allows you to always find a solution?
The most important thing is communication between people. You have to be able to listen, and then make decisions together. If someone can’t solve a problem on their own, and I might not be entirely knowledgeable about the issue, then we join forces and look for a solution together. In our work, we’re constantly communicating with senior leadership, department heads, and managers—everyone has their own areas of expertise, and thanks to this teamwork, we’re able to resolve every issue. There have been no situations where we were unable to resolve an issue.
Another principle is prudence in decision-making. You always need to weigh the options and assess cost-effectiveness. For example, sometimes an order is placed “for yesterday.” But every order takes time. And then we have to find the best solution: is it more cost-effective to buy an expensive part now so that the equipment can keep running without downtime, or is it better to wait for a cheaper option but halt operations for a few days? Every decision is backed by analysis—and that’s an integral part of our philosophy.
3. In your opinion, what is the key factor that makes “Vilia” an attractive place for professional development and career growth, especially for young professionals?
First and foremost, it’s stability. These days, this is, without exaggeration, one of the most important factors when choosing a place to work.
In addition, we’re a well-known company. Many people have heard of “Vilia,” and that alone speaks to a certain level of prestige. I believe we need to publicize our activities even more actively, invite young people on tours, and familiarize them with our production processes. This is a good way to attract young professionals who want to see the actual working conditions.
Another key aspect is our social responsibility. The company actively supports the Armed Forces of Ukraine and participates in charitable initiatives. And this isn’t just about image—it’s about the values we share.
We also provide all the necessary social benefits, including health insurance, which is also very important to our employees.
And most importantly—the opportunity for career growth. You can really advance here—from courier to department head—which motivates you and builds self-confidence. I’m a living example of this, having walked that path myself: I started as a warehouse clerk, became a manager, then a warehouse supervisor, and now I head a department.
4. What single quality or principle do you value most in the people who are part of your team and help keep the company running?
I value honesty, integrity, and straightforwardness above all else. I believe it’s better to be upfront if you don’t know something or haven’t had time to do something, rather than making excuses or hiding the truth. This approach builds trust within the team and helps us find solutions faster.
I also strongly identify with the saying, “Treat others the way you want to be treated.” It’s not just a nice phrase—it’s a truth of life that I follow both at work and in my personal life.
5. What aspect of your department’s or division’s work brings you the most satisfaction or a sense of fulfillment?
I get the most satisfaction when everything is completed on time: when the equipment is running, all units are supplied, and everyone is satisfied. For example, when spare parts for the combine harvesters were delivered on time and the equipment was ready for the harvest on schedule. We didn’t hold up the process or cause any downtime—and that’s the result.
It’s satisfying to complete assigned tasks on time. In our company, all departments work as a single, well-oiled machine. And if even one link in the chain fails, the system breaks down. But when everyone is united, when everyone is in their right place and moving in the same direction—that’s when we reach the top.
