Position: Project Manager Supply Chain
Category: Project Manager
English level: fluent
Years of experience: 5

Head Of Supply ChainHead Of Supply Chain
Saint-Gobain Construction Products Ukraine

Achievements by blocks:
Automation of the processes:
1) Loyalty Programm project (B2C) implementation, e-commerce activity
2) E-shop integration Project: GAP-analysis for the Drupal and Magento for optimal integration with SAP
3) LogistPro and SAP Integration Project
4) CRM integration for the client's claims

 Change management: 
1) Introduction of procurement planning function in Logistics Department
2) Reengineering of Business Processes
3) S&OP meeting implementation

 Re-design of sourcing strategy and optimization of inbound and outbound logistics by 
1) Freight-in cost-cutting -23,1% (2019vs2018), -17,0% (fact/BU); Freight-out cost-cutting -9,2% (2019vs2018), 9,2% (fact/BU); Fleet maintenance cost inflation per car on average (2019vs2018) -16,2%
2) Mathematic modelling and creation of supply chain optimization map based on ABC analysis of products and price components
3) Exclusion of countries with high risks of embargoes, devaluation and geopolitics volatility

General: 
1) Building an effective communication, motivating the staff and creating a team spirit inside and outside Logistics department
2) Strong and visible support of the global ethics and compliance program, ensuring everyone pays attention to compliance risks
3) Launch of Recycling project in Ukraine

Head of import department, Sumatra, LTD
Achievements:
The reduction of freight-in logistics costs by 3%
The introduction of a tender system for choosing a freight forwarding company
Building new routes to reduce the time of delivery and reducing logistics costs
Expansion of the range of seasonal goods of own brand for production in China, Ningbo (300 SKU's)
Conclusion of supply contracts with manufacturers of cosmetics and perfumery in Europe with the right of exclusive import (Bellaoggi, BeautyUk, Lorience Paris)
Prolongation of current contracts with a change in payment terms: from prepayment to deferred payment
Head of Last Mile Projects, Ukrposhta
Task information:
Member of the Post & Parcel Committee
Сарех of the project is about 14 million euros

Achievements:
In 2021, the parcel locker network was implemented in the city of Kyiv from scratch as a new channel for issuing parcels. Parcel
delivery time via parcel lockers is 11 sec. 71% of interviewed customers who received parcels via Ukrposhta’s parcel lockers would prefer this delivery method in the future. Parcel lockers is the first and only fully automated process in the company.
Developed the company's strategy for last mile delivery for 2022-2026, which was agreed with the CEO and Supervisory Board. 
Conducted an audit and a description of the current work processes of the postman, developed a model for the transition of the work
of the postman from manual to automated operations.The expected economic effect of automating the postman's work is a 35% reduction in the number of postmen (about 12 000 employees)

Additional tasks:
Head of Master Dada Project in ERP (IT Interprise): created a single company database in ERP and its synchronization with other software. Prior to that, there was no single source of data. Project team is approximately 50 people. Business model development time is 4 months.
Was a member of the project teams for the development of technical specifications for the WMS, TMS, a participant in the project for the implementation of the New front-office solution for post offices.


Logistics and Purchasing Project Manager, AKB Center
Task information:
The goal of the project was to scale a small business into a distribution company
Prolongation of current contracts with international suppliers and conclusion of new contracts
Development of own battery brand

Achievements:
Expansion of the company's product range and conclusion of agreements with the world's leading battery manufacturers (FIAMM, BÄREN, BOSCH, SZNAJDER, FORSE original, VARTA)
Increasing of regular customer's quantity, 15% improvement of NPS and CSI by reducing out-offstocks and organizing own delivery
Development of own battery brand (MAXION)
Description of the target business model of the company, a plan for restructuring processes and their automation
S&OP implementation
On-site positions are not for me. Only remote