Managing logistics chain at a Retail company. Sourcing components and outsourced products from different locations, managing stock at several 3PL warehouses and controlling stock at marketplaces or warehouses that serve as DC for some marketplaces. Creating and managing sales forecast, working on reducing dead/slow-moving stock, communicating with suppliers.Introduction of in-house forecast system, various dashboards and reports related to stock levels. Automatization or simplification of spreadsheets to save time on manual calculations.

Managing forecast and stock levels of 300 SKU’s across 2 out of 8 warehouses (sonctruction materials, dry mixes). Achieving target levels of inventory, while controlling delivery costs and frequency, using several types of transport. Constant communications with CS about orders above forecast level and orders of in-out materials. Occasional commuicaions with foreign branches in English, regardig materials, produced abroad.Co-lead project on implementing new mode of transportation, resulted in reducing delivery costs for suitable materials by ~30%. Also, modified and reengineered weekly report, what allowed to reduce time required to update it from 1 hour to 10 minutes and give daily updates on it to several interested departments, instead of oce a week.

Inventory planing and control of stock for national largest food retailer. Managing stock levels in retail stores, through communicating with procurement and focusing personally on the supply chain from the warehouses to the shelves in stores (with focus on AoS as one of the most iportant metrics). Additionally, was responsible for ordering and delivery POS-materials for all 900+ stores each week. Started with controlling DRY category for ~500 SKUs across ~50 stores and later moved to manaing FR&V category for ~30 SKUs, across 900+ stores, managing to improve Like-For-Like AoS by 2 percentage points over the year.Also, implemented several techniques for improving forecast accuracy and better responce time for fluctuations of sales in each store. As a result, AoS improved by 3.1 percantage points.In addition, accompanied the process of migrating FR&V category to a different management system, with better reactivity and better tools from the point, where ~5 percent of SKU's were controlled by the new system to the point, where ~95% of SKU's were able to be managed by a new system.Finally, single-handedly lead FR&V processes from our department through 2 high seasons.

Helping with preparing study materials on R-programming for lower grades and creating additional excersises.