Material Managemet Department ManagerIn accordance with the global supply system targets, management responsibility for a team of 30 persons and a budget of 250 Million Euro.* To ensure sending the orders to over 1600 suppliers (900 global, 700 domestic) in time and to improve the missing piece number at the rate of 15%, which is one of the most important performance targets of the firm.* To reduce slow mover stocks amount at the rate of 11% by increasing stock entry and piece change controls* To improve the stock at the rate of 5% with dynamical optimization of ordering parameters.* To improve the stocks at the rate of 6% by successfully commissioning E-Kanban, JIT and JIS applications.* To make a saving of 10% in shipping costs with parameter optimisation and regulation of shipping frequencies* To make a saving of 6% in stocking costs with the consignment stocking project that has been realized.* Increase the ratio of EDI and WEB EDI to 99% within the scope of making online the order transmission and follow-up processes

• Reduced logistic costs by 15% through identification and implementation of alternative logistic methods (train and sea containers), optimization of vehicle loading and vehicle capacity, as well as the application of double deck trailers• Achieved 25% cost reduction in packaging by transforming carriers from single-use packaging to multi-use recyclable materials • Improved logistic efficiency by 18% by supervising implementation activities including the better utilization of warehouse space, savings in distribution time and the reduction of the number of touch points in the process• Optimized material distribution routes within the company and applied new pull-system conveyors, which led to the reduction of 15 forklifts in the department• Managed import and export operations and realized 10% customs-related cost savings by streamlining the paperwork process and communication flow • Led programming and implementation of the Milk-run system, which resulted in 90% loading capacity increase. • Freed warehouse space by 25% by executing alternative supply chain methods including JIT, JIS and warehouse on wheels (WOW)• Spearheaded production projects as a leader including “Transport Cost Reduction Project,” “One Piece Flow Project” and “Make or Buy Project”

• Applied milk-run concept between MAN Türkiye and suppliers by facilitating the collection of goods without intermediate handling of supplies. This project resulted in 220.000€ annual savings to the company. • Reduced main warehouse inventory value 8% by executing JIT and JIS systems for high cost and high volume items such as engine, axes, glass, lid and seat• Cut in-process inventory and associated carrying costs by 30% through the implementation of commissioning and Kanban systems in assembly line sourcing• Acted as a team leader in the application of Supermarket and Kanban Systems in Production Department, which led to 12% inventory reduction.• Optimized all material flow from goods received to assemble and outbound logistic• Management of Lean Production System in Logistics Department• Trained Logistic Department employees to improve their logistic planning skills

• Optimized all warehouses by area and capacity and developed the material flow between warehouses and production areas• Created Kanban system for small parts in the production area• Organized a JIT system through preparation of the material for buses and their distribution• Established a Barcode system• Led 5S-Workplace organization Project in all warehouses• Participated in “Task Force Group” including members from different departments such as Technical, Logistic, Production and IT to identify and resolve new production and logistic system issues after the Evo2004 project

• Controlling of new logistic system ( Kanban, commission and DRP system ).• Coordinating of the production and warehouse department. • Determination of the existing bottlenecks in the warehouse.• Planning of the new warehouses.