In the huge corporation (70'000+ people) set a new foundation for systemic continuous improvements with focus on profitability by:- establishing weekly end-to-end cohesive reporting from coal mines to seaports and clients' inventories with view on economic and operational performance- regular evaluation of past, current and planned operations identifying deviating parameters and leverages- setting standards of how to evaluate various market opportunities and business cases

To improve efficiency at managing of 40’000 SKUs among 50 outlets from 100+ suppliers we strengthen partnership with suppliers. We look deeper at the partners’ operations and develop our planning tools taking the partners' conditions into account. As a result we have more reliable supplies in shorter lead times.

Instead of burning associated petroleum gas, we find the most efficient ways in the network of 26 assets to produce materials the modern world can't live without. • Enabled rubbers sales above the ambitious year plan by implementing automatic demand substitution for interchangeable products and close tracking of operations efficiency.• As a part of a supply chain transformation project, assumed responsibility to develop a new inventory management model to improve working capital while making the supply chain faster and ready for increased volatility.• Spearheaded implementation of a new generation supply chain planning tool (Quintiq) in the Plastics division and increased production efficiency, customer service level and optimized inventories .

A GPM at PPM maintains corporate processes along product lifecycle from research ideation to phase-out execution.• Enhanced software creation process by integrating modern agile development methods• Improved system support of product adaptations in complex development and supply networks• Proposed a new approach to product phase-out decision framework from inefficient and subjective individual product lifecycle evaluations to more strict mass periodical fact-based reviews

When the global corporation was integrating the local company and at the same time the market was drastically shrinking, established new demand planning model resulted in 3x higher accuracy and increased team morale.

Identified improvements to the sales and operations planning process adapting complex organization to the volatile market

After the revolution of 2011, revamped operations a month ahead of competition.Within a year improved customer service level from 80% to 94% by implementing best supply chain practices and S&OP with consideration of local specifics .

From 2006 spearheaded the transformation of supply chain planning from local approach to the unified platform using both global best practices and local know-how. Led or participated in numerous strategic and functional initiatives.

Warehouse management, Customer service, Personnel.Acted as owner when father was out of office.