Professor A.G. Aganbegyan defines a new transport and logistics infrastructure as a key factor of economic growth, welfare, and transformation of Russia’s socio-economic system. This new infrastructure should include two-way highways, high-speed railways, regional airports, and major logistics centers in key transport hubs. Unfortunately, such projects have a very long payback cycle that may last up to 20–25 years. Moreover, the investments may be as high as 3 trillion rubles annually. As a result, transport and logistics suppliers alone cannot support such a large-scale initiative. Domestic logistics is currently going through all the stages from 1PL to 5PL, which places very high requirements on the multimodality of transport and logistics in physical infrastructure, software, and hardware. These processes encourage research cooperation between industries aimed at developing novel interoperable R&D solutions. Russian transport and logistics infrastructure depends heavily on the railway industry: its main operational task is to maintain passenger and cargo traffic, as well as to provide safety. Under the current sanctions, Russian railroads face the challenge of developing and scaling advanced scientific and technical reserves. Technological independence relies on end-to-end production technologies, e.g., artificial intelligence algorithms, digital twins, etc., which impose requirements on data interoperability. This article describes the potential that domestic railway enterprises have for improving commercialization of innovations and technology transfer. The authors used the theory of strategy and the methodology of strategizing developed by Professor V.L. Kvint to design several recommendations on how railroad companies may increase their economic motivation to overcome various barriers.
