Strategy for supply chain, logistics and warehouses department, including budgeting, operational efficiency and KPIs; Local lead for business model transformation to meet fast-pacing environment with CIS countries expansion, such as logistics reorg, inventory optimization, warehouse launches and its relocation; Operational owner of tenders and RFQs for logistics services and contracts with 3rd parties to improve services quality and productivity, optimize cost; Regional Lead of GM Global Manufacturing Standards (Lean, 5S, Kanban, …) implementation across the region, setting-up best practices in processes, driving operational efficiency; Budget owner for Supply Chain – long-term, mid-term and year-to-year budget planning and execution in accordance with business growth or decline. Key member of regular S&OP process; Business Owner for IT Aftersales systems – enhancements, compliance, integration to global landscape. Achievements o Built strong collaboration between Russian Office and Supply Chain Execs in European and APAC, Country GMs, Sales and Finance teams; o Set up mid-term, long-term strategy according to sales forecast and network development vision; o Grew and strengthened Supply Chain team on emerging market. Focus on key competences development, talent acquisition, inspiration and mentoring; o Local Lead of successful Supply Chain set up (spare parts) for Chevrolet Cobalt model launched in 2012 – 2013 – more than 40 suppliers for 1400 SKUs all around the world; o Business Leader for replacing legacy systems with E2E Aftersales ERP solution including integration with Global systems and 3PL WMS solutions; o Supply Chain set up from scratch for new Product Line (ACDelco Aftermarket) – about 30 suppliers and Contracts for 800+ SKUs; this Product Line became up to 20% of NSV in 2 years; o Terrific Supply chain transformation to new environment, new products and high level of operational efficiency; As result, o Great operational achievements and KPIs were delivered:  Warehouse productivity growth 3 times (from 5 to 16+ LPH);  Quality improved 2 times to less than 1 error per 1000 shipped lines (2018 “Best In Class Quality Award” in GMI region – APAC, Middle East, Russia & CIS);  Responsiveness above the industrial level Facing Fill over 98% vs targeted 93% (several “Best In Class Responsiveness Awards” in 2019, 2020 and 2021 in GMI region – APAC, Middle East, Russia & CIS);  The lowest level of E&O (excessive and obsolete materials) in GMI region – less than 3% of Inventory Value; o Significant cost reduction in 4 years, keeping service level UP:  Outbound costs vs NSV in 4 times (16% -> 4%);  Inbound costs vs NSV in 2 times (9% -> 4,5%);  Turnover rate improvement in 1.8 times (2,5 -> 4,5) with much better parts and products availability – 98%.

Accountable for full scope of PDC operations, incl. Materials management, Inbound and outbound logistics, Warehouse operations. o Control and manage KPIs for parts availability, inventory turns, inbound logistics and transportation, warehouse and distribution model across the country; o Coordination with Customs group for smooth materials flow through the Customs border; o Run operational quality performance and its improvements, dealer claims resolution, complex problem-solving of deliveries to dealers and distribution centre from suppliers; o Local lead for logistics tenders and warehouse relocation project; o Manage the landlord and facility, 3rd party suppliers and warehouse operator on side.

Managed supervisors and team, ensuring trouble-free work of the warehouse: receiving, put-away, picking, packing and shipping operations. o Planning and coordination of team activities; o Staff training, control of keeping team compliant with processes, internal WH and technology standards; o Keep team follow H&S policies and procedures.