Marina Dmitrieva

• Revised Supply Chain structure to increase efficiency of customer support • Reallocation of responsibilities within the department to support end-to-end process • Established strong relationships with departs - Sales, Service, Marketing, Finance to raise customer service to a higher level • In- and outbound transportation o Selection of new logistics providers on tender basis o rates reduction due to competition (av. 10% reduction) o reduced risk of capacity lack • Customs clearance - ports of St.Petersburg, Vladivostok, Novorossijsk o two brokers are in place in each place of customs clearance o Improved service level due to competition o Back up action plan in place • Warehousing o Follow up of warehouse performance (KPI) o Negotiated special prices for seasonal goods during low seasons o Revised KPIs o Warehouse processes are improved to increase delivery accuracy o Regional warehouse in Siberia and Far East are organized o Consignment stocks in regions are in place • Forecasting, demand planning o Improved level of forecasting (SAP) – accuracy level – 90% o Decreased “dead” stock (40%) o Improved level of stock turn-over (20%) • Distribution to customers; o federal and regional chains, o wholesales, distributors, retailers • E-commerce project o Evaluation of logistics costs o Tender for logistics provider o Organization of door-to-door deliveries to customers • New Haier factory in Naberezhny Chelny o Establishing of business processes connected with warehousing and distribution of finished goods (internally, export) o Raw materials localization tenders o Improved schemes of inbound delivery and customs clearance • New project of TV set production on the basis of customer-supply raw materials (Shushary, St.Pete) o Analyzes and evaluation of logistics costs for the project o Organization of supply of raw materials (inbound transportation and customs clearance) o distribution of finished goods • Overall 10 direct reports • Working ERP - SAP