FG (Beverages, Snacks, Juices) deployment to distributors' premises Customer experience improvement: CPFR, operational efficiency enhancement Supply chain processes installment and optimization via leading complex cross-functional projects

Cross-functional position at the junction of Supply Chain, Marketing and Distribution targeting development of the catalogue of service offers surrounding product purchase The function targets to ensure: Consistency of service offers definition and supply schemes with Region’s key access orientations: value, pricing, customers segmentation, brand strategy Customer experience generation alignment with brand development strategy in the Region and Business Line goals in the headquarters Added value presence for all stakeholders at each stage of service offer development Information systems architecture and global ERP enhancement/adjustment following business environment evolution and service offer proper integration Target product mix presence within network in accordance with distribution and product marketing strategy (range, on-shelf availability) in both direct and indirect channels This finds an operational embodiment in the following responsibilities: Collecting and taking into account insights on key market stakeholders: manufacturers, dealers, end users Complex analysis of customer experience brought by interaction with competitors within various touch points of service: OTIF, claims and warranty management, service solutions Customer journey conduction Performance measurement of deployed business initiatives: return on investments, impact on conversion Short- and long-term technical assignments to HQ ERP engineers, execution follow up Local IS architects team workload management with regards of business priorities Focal point of collaboration with Quality, Tax and Compliance, Marketing and Digital, local and Global supply chain organizations, global ERP implementation team Service offer implementation and scale-up: coordination involving up to 50 actors locally and abroad Competitors survey conduction Achievements "As is" service offers catalogue revision for all (4) business lines, its presentation to the management board and alignment with BU's marketing and distribution key initiatives Deployment of 2 new service offers: one - in B2B (trucks manufacturer), one - in B2C business lines

Installment of extended forecasting process, its consistent development. Geographical scope: Russia, CIS countries and Western Europe; markets: original equipment and replacement Demand planning for Russia + CIS Region on geographical clusters level for 18 month horizon ensuring alignment between Sales, Marketing and Financial targets Local and global market evolution follow up, economic tendencies seizure Macro-economic factors impact analysis, its consideration in the scenarios of demand evolution Participation in global forecasting tools evolution Support of quarterly financial forecast Root cause analysis of forecast deviation and its impact on Region's financial result Corrective action plan proposal in order to keep up with business goals of the region and commitment in terms of financial result Demand scenarios presentation, validation of the optimal one with top-management, including company's CEO Collaborative forecast mix elaboration New products introduction management Providing signals on demand variation to production facilities to enable consistent decision making within S&OP cycle Phased forecast upload into the system along with communication of risks/opportunities to 4 major lines of business in headquarters Functional management of 2 employees Achievements Extended demand steering development from a scratch Forecast bias below 15% Stock quality within targeted 10% deviation Change management performance: no ruptures in Region's demand communication to production under the pressure of organizational transformation, nomenclature and forecasting module change

B2B forecast development for 4 geographical clusters Supply planning on 18 month (tactical) horizon Short term (4 - 8 weeks) forecast adjustment, ensuring that demand variation is properly met by production facilities Maintaining relevant deployment and inventory parameters in the system Participation in strategic business plan development and its accomplishment follow up through tactical and operational steering Follow up of service offers realization in demand to cash processes Supply, service and inventory quality follow up via KPIs, identification of improvement opportunities Representing Russia + CIS region during S&OP cycle Ensuring proper product life cycle management fulfillment from forecast, supply and inventory standpoints Set and follow up of inventory targets (safety stock, days of sales); keeping stock parameters actualized in the system Introduction and execution of tactical and operational cycles of communication to B2B sales team Operational management of replenishment priorities, forecast and sales coherence and inventory quality Leading 2nd tier brand launch in CIS region with local and global interlocutors from supply chain perspective Achievements Implementation of variable (20 to 35 days of sales) inventory parameters enabling successful seasonal campaigns Introduction of direct factory shipments to Russian wholesalers in agreed timeline Implementation of communication and feedback loop to B2B sales team No supply commitment rupture while 2nd brand launch to Russian market, including original equipment projects

Logistics resources planning for operational (1 week) -, short (4 -8 weeks) -, and mid-(1.5 year)-term horizon Participation in strategic (5 - year horizon) business plan preparation, follow up of its functional alignment with yearly logistics activity review and operational management Maintaining optimal storage layout maintenance with regards of planned activity at 60 000 square m warehouse Enable distribution plan sustainable fulfillment through operational activity follow up and optimal resources use within domestic logistics network Supply chain network maintenance: -Design and setup - in case of new flow appearance: optimal transport terms, INCOTERMs, customs process, deployment system parameters -Act as a focal point in interaction with company's affiliates worldwide in order to maintain sustainability of supply chain network and ensure efficient collaboration within it -Maintain information systems and international logistics activities aligned with actual physical flows -Anticipate resources, storage and transport capacity bottle necks -Identify bottlenecks in warehouse and transport operations, initiate and develop efficiency enhancement actions Performance follow up: -Steering of warehouse replenishment efficiency KPIs: lead-time, OTIF, cost, transport filling rate. Taking corrective measures in case of rupture with external and internal contributors -Domestic logistics KPIs: cost, volume per drop, lead-time, - analysis and collaborative planning of corrective actions Project management: -Leading or proactively participating in all projects involving supply chain network evolution of CIS region -Global ERP implementation: Preparatory work with central project team through communicating local specificity Future network design elaboration in information systems Change management and coaching of local users Roll-out communication Training and tests execution Regular follow up with Core project team and local end users after go live Achievements 800k EUR of annual savings on Group level resulting new intercontinental flows introduction Import KPIs are kept at the level of targeted: 94% upstream filling rate, 85% of on time arrivals Upstream lead time from Europe decrease from 20 to 14 days Stock coverage decrease by 9 days 2 times shorter lead-time (from 90 to 40 days) for export flows to Japan and North America resulting inventory level reduction by 10 DOS and customers' satisfaction rate growth No external storage use resulting EUR 300k in annual savings; Logistics blue collars efficiency rate at 95%.

Participation in S&OP process on behalf of supply planning Stock replenishment at Russian warehouses from finished goods factories Set up of supply process with new suppliers in Germany, South Korea, USA, Canada, Belgium, Turkey and G.Britain Implementation of supply process to company’s tender customers - big Russian mining companies, resulting customers satisfaction growth by 30%, lead-time reduction by 10 days and overall communication process improvement between involved teams Inventory analysis (ABC, XYZ) and actions follow up with sales department and operations OTIF deviation analysis, corrective plan iintroduction Inventory management within product life cycle projects Master data refinement and transfer from legacy system to SAP; support maintenance after go live: SKU portfolio, planning criteria, contracts validity with active suppliers; pricing principles (outline agreement, purchase info record). No cases of business activity rupture