Andrey Silchuk is convinced that running new trucks pays big, long-term dividends for his small fleet.
Photo: Silchuk Transport
2 min to read
Andrey Silchuk and his team inspect new Volvo VNL tractors coming into service for the fleet.
Photo: Silchuk Transport
Spend a few minutes talking with Andrey Silchuk, the CEO of Silchuk Transport in Sioux Falls, South Dakota and you’re overwhelmed with his passion and intensity for the small fleet he founded in 2010.
Silchuk says “get it done” attitude, flexibility, a friendly workforce, and strong on-time performance are the keys to his company’s success.
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But Silchuk also firmly believes that image and status are vital for success today. Which is why he makes sure to equip his fleet with brand-new Volvo tractors. But his philosophy is about far more than simply looking good on the highway.
“Professionalism is our number one core value,” Silchuk says. “Both in dealing with our customers and dealing with our employees. We respect our customers. And we respect our drivers. But, by that reasoning, if our drivers are professionals, then they deserve professional tools to do their jobs. I’m a small fleet. It’s a huge investment for us to buy new trucks. But doing so has helped us become successful.”
New Equipment and Cutting-Edge Technology
In an industry plagued by nuclear verdicts, Silchuk believes passionately that investing in new equipment with cutting-edge safety systems is vital for long-term success.
And when one of his Volvos pulls into a parking lot, Silchuk is confident the truck is going to get noticed. By potential customers. And potential drivers.
New trucks help Silchuk Transport attract and retain good drivers.
Photo: Silchuk Transport
“People gravitate toward a company that is running beautiful new equipment,” Silchuk says. My philosophy is that status matters. And that holds true for a driver behind the wheel. And the company you’re hauling goods for in the trailer.”
And Silchuk says his approach – while expensive on the front end – gives him a serious competitive advantage over his competitors.
“We run safe, new trucks and we have virtually no driver turnover,” he notes. “We are fishing out the same pond when it comes to finding and keeping good drivers. And what are the two things you can control when you’re looking to attract drivers? Pay and equipment. We have control over what we buy and how we treat our drivers and our customers. And it’s an approach that has paid big dividends for us.”
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