Лидировал процессы внедрения.

My department mission: we structure and manage sales data, we guarantee data quality and wholeness in order to provide for all levels of sales team full picture of our business and basis for decision making. We help to develop mutually profitable relationships with all sales channels clients. We create and reengineer sales team business processes using optimal IT tools. We develop our team in order to make data analytics simple to them and make our team both more effective and efficient. My duties: - sales analytics and reporting development (information flows business processes reengineering, data mining and analytics transparency) - sales force IT tools development (focus on Customer Relationship Management & Sales Force Automation) - 6000+ (900+ managers) sales team everyday data providing - ideal data structure development - master data approach implementation - remote divisional analytics groups management Results: - new sales analytics organizational structure implemented. Customer satisfaction index evaluation approach implemented for analytics function (positive dynamics) - unified reporting approach developed - sales reports OTIF approach implemented (positive dinamics) - CRM data structure simplification and transparency - telesales implemented (positive top line as well as bottom line impact) - master data culture implementation started 50 subordinates (10 direct)

My department mission: “We provide 100% product availability for market demand with minimum possible E2E SC costs being customer service leader from our partners perspective My duties: Perfect service level as well as minimum production/transportation cost providing via: - raw & packaging materials replenishment - finished goods production planning - finished goods replenishment providing for 300+ warehouses (3pl & distributors) - RKA customer service support & development - mid term company main SC activities planning (1-1,5 year) - planning system development, IT innovations implementation Results: After my come back to Baltika I actively led Customer Supply Chain transformation and in particular my achievement were: - "green" service level KPIs (SSL >98%, OOS <1%,2%,3% for different groups of goods) as well as savings in logistics and production bigger than budget (dozens millions rubles a year) - S&OP process (operational level) was leaded by me. I was responsible for marketing, sales, production, procurement, logistics plans alignment and feasibility - “Daily planning" approach in operational planning was implemented – specific IT simulation area for production, stock management, transportation and distribution – which became the only one and very productive instrument for decision making. It gave us ability to simplify organizational structure (-1 level, -5 departments) and have significantly more lean business processes - a set of business processes was reorganized, described & implemented. A lot of job duties were simplified (number of departments and level was decreased) - using TPM and E2E approach SLA for effective collaboration were discussed and implemented on the boarders of close functions (logistics, production, procurement) As a result 2 years of green KPIs in service, working capital and cost reduction. And currently 2 years after my retirement from this position. It was a good base for sustainable growth. 170 team members in department

My department mission: «To provide maximum service level for internal and external clients (for primary distribution & secondary sales) with minimum possible transportation and distribution costs, with minimum possible working capital involved and taking in to account internal service level agreements between company departments» I was responsible for: - logistics budget fulfillment ($/decaliter) - customer service providing (RKA & traditional trade sales) - warehouse logistics optimization - dealing with freight forwarding companies - purchasing planning and execution & raw materials stock management - production planning & finished goods stock management (production sites) - primary and secondary distribution cost optimization - consignment warehouses stock management - IT development in SC My results: - $/decaliter was better than in budget (2d & 3d years) - required product availability level in the production sites warehouses and distributors warehouses. (OOS level - 2-3%, earlier was not measured - approx. - 15%) - I developed new administrative (organizational) structure for purchasing, production and distribution management - we reduced significantly warehouses staff (40% decrease) and achieved reasonable productivity index level - we increased customer service of our transportation suppliers without additional costs (yard management invention) - we simplified our accounting procedures and increased speed of decisions making - we defined basic KPIs sets and factors which impact warehousing/transportation/distribution costs - we invented and implemented politics and simulation approaches in production planning (2 sites). We defined interrelations between production costs and - purchasing/logistics/finance costs and introduced decision making processes considering all these costs. - we started to analyze how to minimize total SC costs and how to divide benefits of the minimization between different independent companies (suppliers, our company, distributors) - I led one of ERP implementation group. Finally we were provided with on-line sales/stocks data. - we started TPM implementation. In this position I started to understand that TPM is not just famous abbreviation but real way of processes development - I've updated almost all the staff

My department mission was: "To provide maximum product availability the distributors warehouses (350 warehouses through the country) as well as minimum distribution and production costs achieving excellence in: - Demand planning - Stock level management - Cost optimization Achievements: Demand planning: - demand planning function was distinguished as very important (in fact – most important for SC) and “independent” business function. - we defined KPIs and staff motivation in demand planning function (PDCA approach imlemented) - we changed business processes of demand planning and invented rather sophisticated IT solution Finished goods stock management: - We defined KPIs and PDCA circles - Basic specifics of sales areas and sales channels were defined. Business processes were reengineered to fit these specifics - As a result we achieved less then 3% OOS level (earlier – 5%) and significantly decreased the share of obsolete stocks and overstocks - Total stock level was decreased from approx. 35 DSI to 22 DSI - Service level index increased (there were no exact numbers due to ERP specifics) from est. 90%-92% to 97% - The turnover of returnable goods was increased (kegs, pallets) Cost management: - Motivation and reports system was introduced according to the staff impacts on the main cost drivers - We invented different customer service politics in order to deal with bottlenecks of the SC or excessive cost in SC 70 subordinates (HQ + regional structure)

Job responsibilities: - Main raw materials purchasing volumes planning - Finished goods production allocation (10 factories) - Primary distribution volumes planning (10 factories X 350 warehouses – distribution centers) - Planning processes optimization and regulation - IT system development (in planning) Achievements: - New planning system and approaches were invented. The impact to SC cost was approx. – 3% reduction (dozens millions rubles a year). - New business processes and report system invented in order to make decisions taking in to account total SC costs as well as required customer service level - New production allocation system was invented to gain all benefits of possible “cross production” benefits taking in to account all significant constraints and costs

Job responsibilities in the beginning of my career in Baltika Breweries Logistics development, logistics IT systems development Achievements - global (E2E SC) long and midterm planning system in procurement, production and distribution was developed and introduced (strategic network optimization – “ORACLE “SNO” based solution). The system was integrated in company ERP. - distributors order placement (WEB) and order fulfillment management system was developed (“Monolit” ERP development) - finished goods stock management IT solution was developed (“Monolit” ERP development) - 5 WMS systems were installed for breweries warehouses (“SOLVO” WMS) - financial analysis and controlling system in transportation was developed (“Monolit” ERP development) - trucks and wagons loading management system was invented and introduced (FTL “3d packer”) Finished goods distribution management, distributors order fulfillment (5 factories, 30 DC, 100 SKU). Smooth and fail-safe procurement was achieved given budget limitations for delivery costs and maximum stock level (taking into account sales trends and demand forecasts). New effective distributors orders management system was developed. Fail-safe procurement was achieved in my area of responsibility (Siberia and Far East). New transparent and distributor friendly reclamations management system was developed. Finished goods production planning New brewery (merged by company) was integrated in production and distribution planning systems of our company.