SERGEY Shadrin

• Leading transformation in Operations of Industril with the task of IPO in London in 2025 • Changes at all along the supply chain, technologies, changes in network and infrastructure, IT solutions, fin management, budgeting, processes, organization, KPIs setting, people development, hiring. • KPIs: operations cost per ton decrease (-25% LFL within 2,5 years), cash conversion cycle decrease (-22%), Finished Products stocks level decrease (-20%), Service Level improvement (+3%)

• Leading Supply Chain and Logistics with budget of 50 m EUR and turnover more than 2 bln EUR • Decrease of transportation costs on 3%, increase Service level to stores from 93 to 96%, set up of long term logistics resource planning , revision of outsource policy, Yard management system and Transport management system implementation, operations scenarios projection based modeling, building the interaction with suppliers; OSA (+3%), OTIF (+7%), stock level (-11%)

• Set up from the scratch the functions of: Demand Forecasting (impacting on turnover increase and stock decrease), Development of Suppliers (revision of supply conditions, joint scorecard and forecasting), Supply financial controlling (BSC, TCTS initiation) • Results: Stock decrease category by category from 2% to 15%, Forecast accuracy +5%, Service level to stores +2%, Logistics costs decrease due to Supply flows optimization and Warehouses closing, Logistics Network 3+ years master plan

• Leading operational productivity management and set up of Continuous improvement (matrix management of plant and regional logistics directors) • Strategic planning, optimization of industrial and logistics network, 3PL and Distribution policy development, transformation of orga structure in Operations, implementation of IT solutions in Operations (WMS, Routing, Maintenance) • 5 years productivity plan (3-5% budget savings per year), costs reduction, increase of products’ freshness, decrease of stock level

• Decrease of logistics cost, increase of delivered products’ freshness, decrease of stock level through Leading of Logistics operations: optimization of logistics infrastructure, decrease of stock-keeping-points from 8 to 4, set up of cross docks and bulk breaking centers, development of distribution service package, development of transport policy, management of rented and own fleet • Unique experience: construction of chilled WH (full cycle from demolishing and project design creation till registration)

• Designing and implementation CBU business planning process (SnOP), leading Board of directors SnOP committee with GM sponsorship • Improvement of commitment level of functions and achievement of cross-functionally synchronized information flow; set up of business projection through risk & opportunities identification and management • Change of business review focus on mid and long term (more than 18 months) from short term (3 months) • Achievement Stretch company business targets on ROP and CANN in 2012

• Implementation the changes in the distribution system in Saudi Arabia and Gulf countries including changes in the methodology of stock management AND route to market approach (RTM): development of service packages for the customers managing cost and efficiency of delivery (key leverages: frequency of reordering, timing of delivery, matrix assortment, picking and delivery type)

• Providing sharp business growth up to 30% due geographical expansion and aggressive marketing policy few years in raw providing high Service Level and Effective Stock management: Development and maintaining of the supply flows with Europe and CIS, national stock management, production planning, launch of integrated planning IT solutions; • as well: SAP APO project, Supply group core IT solution development (France), OSA management

• Work in Danone China supporting the start of local Danone start of business from the scratch; set up of processes and interaction with other functions

Metro CnC Russia

Gillette company Russia before acquired by Procter and Gamble

Supply planning, demand, stock, replenishment management