Organization of the company's operations from scratch. Building all processes...

Food Service distribution company. Quarterly reporting to the board of directors in Germany and Switzerland. -As CEO managing team of 350 employees in B2B company. Annual turnover 3+ bln. Rub., 3000 SKU, 3000+ clients;-Planning the annual budget with quarterly adjustments;-Formation of motivations programs for 3 departments: sales, warehouse, transport department-Regular meetings with TOP clients (Torro Grill, Rosinter etc.)- Formation of the company's development strategy… Show more Food Service distribution company. Quarterly reporting to the board of directors in Germany and Switzerland. -As CEO managing team of 350 employees in B2B company. Annual turnover 3+ bln. Rub., 3000 SKU, 3000+ clients;-Planning the annual budget with quarterly adjustments;-Formation of motivations programs for 3 departments: sales, warehouse, transport department-Regular meetings with TOP clients (Torro Grill, Rosinter etc.)- Formation of the company's development strategy for 5 years;- Development of a supply chain taking into account the construction of a new warehouse;- Import of products from China, Germany, Italy, Indonesia, Argentina, Chile, etc ;- The audit by PricewaterhouseCoopers (PwC) passed without comment for the entire period;Key achievements:Growth of sales like/like 5 months 2021/2019 – 130%;Sales:- Development and implementation of a new motivation system for all sales staff; - Development and implementation of the concept of synergy with Selgros Cash & Carry, as a result of which the monthly turnover between the two companies amounted to 12 million Rub due to the expansion of the assortment by 800 SKU;- Expansion of the company's geography, in particular development of the Voronezh region in the shortest possible time;Supply Chain management (distributed warehouses class "A", addressable storage system (AXELOT WMS X3 based on 1C), total storage area - 9.000 sq.m.).- Performance improvement of the index of collected tons per picker per shift by 3 times (from 2 tons per shift to 6.5 tons per shift);Transport logistics (85 units own fleet, as well as hired. Daily shipment only from Moscow warehouse - 250 - 300 delivery points total tonnage - 35-60 tons).Implemented IT projects- Online data exchange between the two companies was implemented and debugged, and a CRM model was implemented to increase the level of interaction with customers of both companies (Selgros and Global Foods); Show less

Head of business development department. Direct reporting to the CEO.- Development, implementation and work directly in B2B project - "Direct telephone sales for professional clients";- Development of the business model, budgeting, implementation of the test model, then implementation of the model in all stores of the chain;- Preparation of the business process, including the necessary IT solution to implement the concept of an omni-channel supplier for clients in the HoReCa segment;

Director of purchasing Food. Direct reporting to the CEO.As a purchasing director managing team of 35 category managers and assistants. Annual turnover 13+ billion Rub., 20.000+ SKU; 500+ Suppliers, B2C/B2B,- Control and analysis of assortment policy (12 product categories, including Fresh and Ultra Fresh);- In-house meat production. Approval of recipes, development and implementation of cutting calculations for all types of carcass (beef, pork, lamb);- Planning and control of… Show more Director of purchasing Food. Direct reporting to the CEO.As a purchasing director managing team of 35 category managers and assistants. Annual turnover 13+ billion Rub., 20.000+ SKU; 500+ Suppliers, B2C/B2B,- Control and analysis of assortment policy (12 product categories, including Fresh and Ultra Fresh);- In-house meat production. Approval of recipes, development and implementation of cutting calculations for all types of carcass (beef, pork, lamb);- Planning and control of pricing policy. Weekly monitoring of competitors' prices with the involvement of specialized companies;- Planning and control of fulfillment of such indicators as turnover, margin, additional commercial budget;- SWOT and ABC analysis on a regular basis;- Winning market share (B2B / B2C) with a new digital marketing strategy (geomarketing, mobile app, CRM, loyalty program) / classic marketing with innovative product positioning and building sustainable procurement logistics;- Category management. Monthly analysis of weaknesses in each product group and subgroup; - Merchandising within product groups and subgroups using Apollo Retail Space Planning software;- Strategic development and planning of all advertising and marketing activities of the company;- Regular negotiations with TOP suppliers;- Importing products from Italy and Germany;- Preparation and implementation of the company's private label project (PL) - "Po-Karmany"; Show less

Store manager (Food+NonFood). Reporting to Sales Director-Management of retail and wholesale Cash&Carry hypermarket 150 employees. As a store manager managing budget 1.5+ billion RUB, 40.000 + SKU on 10.000 sqm sales area;- Management of all operational activities of the hypermarket. Organization and coordination of all structural subdivisions of the hypermarket (floor managers, good reception, trade department, production, accounting, cashier, HR, technical department, security)… Show more Store manager (Food+NonFood). Reporting to Sales Director-Management of retail and wholesale Cash&Carry hypermarket 150 employees. As a store manager managing budget 1.5+ billion RUB, 40.000 + SKU on 10.000 sqm sales area;- Management of all operational activities of the hypermarket. Organization and coordination of all structural subdivisions of the hypermarket (floor managers, good reception, trade department, production, accounting, cashier, HR, technical department, security), including client department in assigned territory;- The preparation work, opening of the hypermarket "from scratch": mass recruitment of staff, preparation and conduction of stocking the store. Organization of staff training. Aligning permits, obtaining licenses, including alcohol;- Responsible for such indicators as: EBIT and operating expenses, as well as: turnover, inventory turnover, ABC analysis, etc;- Annual budget planning, with monthly adjustments. ABC analysis of assortment on a weekly basis taking into account seasonality; Show less

Head of purchasing department NonFood – reporting direct to the CEODirector of the Purchasing Department, Division - "NonFood" - 12 category managers.SAP ERP- Organization of "NonFood" department "from scratch";- Creation of separate department within the company (previously there was no Non-Food department in the company at all);- Staff recruitment;- Creation of assortment (5.000 SKU) and pricing policy for each product group, negotiations with key suppliers, conclusion… Show more Head of purchasing department NonFood – reporting direct to the CEODirector of the Purchasing Department, Division - "NonFood" - 12 category managers.SAP ERP- Organization of "NonFood" department "from scratch";- Creation of separate department within the company (previously there was no Non-Food department in the company at all);- Staff recruitment;- Creation of assortment (5.000 SKU) and pricing policy for each product group, negotiations with key suppliers, conclusion of supply contracts, coordination of additional commercial terms with suppliers. Optimization of inventory balances, analysis of inventory turnover;- Accounts payable control. Monitoring and analysis of competitors. Organizational issues, systematization of the department as a whole, development and implementation of staff motivation system;Key achievements: - 1.8 times increase of a turnover;- increase of gross income by 1.5 times;- reducing of stock and increasing of stock turn in 2,5 times; Show less

Online Shop - www.o-key.ruBusiness creation from scratch. Sale of consumer goods. Import of products from China, own trade mark, own logistics. Subsequently, the store was sold to the "Utkonos" company.