Head of Supply chain / Supply Chain Director

Supply Chain Director (Xantis) reports: directly to GM and HQ SCM turnover 5М.RUR/Y Area of responsibility: Planning and S&OP, Customs operations, Client service, Warehousing, Purchasing, Transportation, Contract manufacturing (RU and EU), Serialization (including serialization at bonded WH). Steering logistics service providers. The same time: Operation Director at the other Xantis Group entity: ALSI Pharma LLC (Production site) Area of responsibility: Material and Production Planning, Customs operations, Warehousing (internal and two 3PL), Purchasing row materials, Transportation, Serialization project, contract packaging. Achievements: Serialization project (T&TR) - The process is fully operational. Passed Customs \ produced, put into civilian circulation and sold about 1mln packs. Cost savings about 2,4 MEUR, Decreasing lead times in all supply chain -23% (availability for sales of FG increased), Reduction stocks level RM -65% and FG – 45% Reorganization of processes and team responses. Increasing of the monthly productivity from 65% up to 90% of equipment capacity.

Head Of Supply Chain Russia (maternity leave cover) reports: directly to GM and dotted line EMEA SCM turnover more than 15.5М.EUR with more than 1600 SKU Duties: - Providing Supply Chain at the highest service level with decreasing cost. Managing cold chain for 2-8C and -20 - (-25)C - Steering logistics service providers. - Managing units transport, customs, warehousing, demand planning, customer service. - Ensuring, that domestics and export operations fit to international standards and safety. - Close collaboration and develop relationships with Customer Service, Key Account Managers, Customers. - Ensuring strengthen and full compliance to policies, regulations and guidelines of company - Ensure inventory management, claims, recall and reverse logistics processes - Ensure cost efficiency and budget management; Achievements: - developed and applied new supply chain structure. - hired and trained right people and builder successful, amicable and effective team. - reorganized: ordering process; transportation flow (cold chain secure); - Reduced: stock level 25%; scrap 85%; lead time 55%; freight cost 11% - applied S&OP meetings. . - OTIF growth 26% (92,4%); Customer Sutisfaction Survay grouth 1,2% (4,1) - Saves 23% of supply chain budget (about 16 MRub) - Solved the operational problems. reduced warehousing yearly losses with 99% reduction. - held a tender for the warehouse services and concluded agreement for the better terms and tariffs with new provider. - warehouse’s move done without reflection on business and ahead of schedule

Head of Warehousing & Distribution Logistics Manager - Strategic and operational management - Implementation and ensure of an appropriate supply chain structure for the organization in Russia (43 warehouses). - Control of business processes implementation to prevent and minimize risks for the Company. -Implementation and maintain necessary quality and & local regulations standards related to supply, importation, customs, storage and delivery. Ensuring strengthen and full compliance to policies, regulations and guidelines of company - Ensure inventory management, claims, recall and reverse logistics processes - Ensure cost efficiency and budget management; - Preparing and maintenance tenders for 3PL providers (transport and warehouse) - Tendering and negotiating over the price as well as other contract conditions (for both shot-time spot contracts and long-time formula contracts) People management: - development and implementation of strong and cross function department structure - hiring, staff coaching and development to drive result, collaborate and customer focus. - Define development needs, motivation and inspiring the team members for better results - IDP (Individual Development Plan) for each; PPM (People Performance Management) every 6 month. * During working period: Optimization interaction between company and 3PL. Implemented EDI, reduced and adapted new SOPs, instructions. Organized from zero the local labeling and PDI (Pre-Delivery Inspections for equipment) activities. Reduced and optimized warehouse and distribution net (from 137 to 1 central distribution hub 3PL operated; 2 warehouses own operated; 40 consignments warehouses). Change 1C to AXAPTA without business impact. EDI (Electronic Document/Data Interchange) integration implemented for ERP & WMS. Saving of the operations budget up to 37%. Workload optimization, adaptation structure and processes due to changes of M&A. Stock accuracy 99,99% (1-2 items losses in yearly period) and 100% accurses by stock reconciliations. Optimization interaction between company and 3PL. Implemented EDI, reduced SOPs, instructions and new developed. Organized from zero the re-working, labeling and PDI activities.

Head of transport and warehouse departments in this role reports directly to the Operations Director Managing warehouse and transport operations - Ensuring and optimization the smooth operation of warehouse and transport - Budgeting and control over finance flow of the department. P&L planning. Bidding, tenders and negotiations with service providers. Ensuring compliance with contract terms and KPI. - Maintenance and development of operating and final reporting - Inventory stocktaking, regular counting, evaluation risk of inventory losses and implementation of preventive actions. * During working period: optimization of the interaction between companies. Implementation of the local labeling activities. Reduced stocktaking losses up to 99,98% of accuracy (for storage and outbound). Increasing service level on 8% (OTIF 97,7%).

Logistics manager in this role reports directly to the Supply Chain Director Managing warehouse and transport operations Ensuring and optimization the smooth operation of warehouse. - Risks and loss assessment, budgeting, costs managing; - Bidding, tenders and negotiations with service providers. Spreading and managing vendor’s operations. Ensuring compliance with contract terms and KPI. - Improvement and ensuring maintenance compliance with company policies on operations (managing of 80 people). Carrying out of audit inspections, development and ensuring corrective actions. - Inventory stocktaking, regular counting, evaluation risk of inventory losses and implementation of preventive actions. - Participation in start-up automotive central warehouse in Perm. Redesign of Supply Chain channels * During working period: Increasing service level and inventory availability by 8%; decreased logistic cost on 12% (3 MRUB monthly); implemented co-packing process.

Logistics manager in this role reports directly to the Supply Chain Director SEE&EMEA (headquarter) Managing logistics operations at 7 warehouses (6 Russia, 1 Ukraine). Lubricants (danger class 4). - Ensuring the smooth operation of warehouses. - Risks and loss assessment, budgeting, costs managing; - Improvement and ensuring maintenance compliance with company policies on operations and ensuring the staff safety (managing of 100 people). Carrying out of audit inspections, development and ensuring corrective actions. - Inventory stocktaking, regular counting, evaluation risk of inventory losses and implementation of preventive actions. - Bidding and negotiations processes. Ensuring compliance with contract terms. - Participation in project start-up ERP SAP (migration from SUN) - Development and implementing of operating and final reporting, KPI * During working period: Ensuring growth of operating profit, by: reduced stocktaking losses (>0,005%); Implemented the inventory re-packaging & recycling projects (saves 6MEUR)

Logistics project manager in this role reports directly to the Supply Chain Director Project of Quality Management setup (ISO 9000-2001). - Adaptation of the company procedures and instruction, implementation and monitoring for all regions of influence of the company in terms of logistics. - Quality and safety. - Analysis and identification of key risks to the company. Development recommendations and instruction, with implementation in the network peculiarities of regions specific. Central warehouse start-up (Managing of 100 people) - The organization, optimization, maintenance, planning, safety certification, control the smooth operation of the distribution center (new warehouse 20000 sq.m, 4000 items) - Work with staff, interviewing, conducting timecard working time. Develop a system of employee motivation and KPI of the warehouse staff. - Maintain operational and analytical reporting. 3PL warehouse start-up (Managing of 20 people) - Organization of operations, resources planning, optimization of interaction processes with the provider of warehouse services - Monitoring compliance with the terms of the contract, stocktaking, and resolution of disputes. Local warehouse start-up (Managing of 8 people) - Optimization of warehouse process, zoning, workflow, staff operation control, KPI. Optimization of the process stocktaking from two days to one.

LLC Deribas (bakery production) Deputy Director Management of logistics, supplies, production and activities of family bakery business. start-up of 2 bakeries