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Lorus SCM (Logistics Division of Sollers Group) is one of the leading 4PL logistics providers for large industrial enterprises (Automotive sector) and retail, an expert in logistics for industrial enterprises. The company competencies are supply chain management, industry expertise as well as its own logistics infrastructure. At the end of 2020, the company's turnover amounted to 150 million dollars.Ensuring business continuity of the company, including:Success selling Logistic as a Service (LaaS) subscriptions into net new complex accounts, demonstrated by overachievement of quota and strong customer referencesNew sales leads creating and drive sales campaigns in the vertical to create long term revenue growthCommercial Management: (Sales Department, Key Account Management, Marketing Operations and Marketing Communications);KPI Management for the Department;Generating system sales;Overseeing the execution of the plan; Ensuring both interaction within the department and with the other company units;Building the company's business strategy, policy development and implementation: portfolio of services, marketing communications.Achievements:Since 2016, the company's revenue has grown almost 3 times, including due to an increase to 40% of the share of commercial customers (until September 2016, the share of commercial customers had been less than 1%);Increased brand awareness 2,5 times; Active client base increased several times; Develop the following Key Accounts ISUZU, MAZDA, KAMAZ, AvtoVAZ, Renault, Nissan, X5, Magnit, established ongoing business based partnerships

X5 Retail Group — one of the leading Russian food retail groups. The company runs several retail chains: convenient stores under Pyaterochka brand, supermarkets under “Perekrestok” brand and and hypermarkets under ‘Carroussel’ brand. Logistics Director Carroussel HMProviding operational support to company’s activities, including:Managing logistics department,Managing logistics projects,Managing logistics budget,Managing centralized suppliers,Managing supply chain (supplier to the shelf),Inventory and distribution management,Operations management.Major achievements:Creating organizational structure of logistics department, defining KPI and functional responsibilities, development of report system;Building up of logistics department team (150 people);Development of logistics strategy for ‘Carroussel’ retail chain;Implementation of Logistics Strategy for ‘Carroussel’ retail chain:the launch of the federal distribution centre,implementation of new distribution schemes,increase in inventory turnover and reduction of inventory in stock by 29%,launch of new distribution scheme for goods on sale: increase in availability, turnover, reduction of inventory in stock,SLT index improvement,Decrease of relative loss index.

Founded in 2002, LogLab is one of the most dynamic Russian logistics company. LogLab is the winner of several awards “Best 3PL operator” in all-Russian rating \​"Logistics Operator of the Year\​" since 2007.Responsible: for coordinating and overseeing the business development activities, for monitoring the implementation of the company’s business strategies and ensuring all departments are executing their objectives to meet the corporate objectives, for all commercial activities in the company.Oversees company activities including client relations/development and sales;Represents the Company in multiple high-value contracts and negotiated new business to ensure maximum business profitability;Creating five year strategic plan of the company;Preparation and realization of the yearly action plan, the objectives and the budget/ results;Represents the company in sales and business development with global OEMs in automotive, telecom, hi-tech, industrial and other sectors;Creates a productive environment for staff to achieve maximum results with clear goals, proactive leadership and effective teambuilding;Coordinating of all PR activities in the companyMain achievements:Sales team restructure; 65% and 42% net sales increasing in 2013 and 2014, over 30% of this figure is development of the new customers;The company won 71% of the tenders we participated in.

Leading the company's sales department and responsible for its day to day efficient running. Also focused on achieving set sales targets and on winning major new business for the company:Management and development of sales departments (about 40 people) situated in 28 branch offices with locations in 9 countries;Forming regional sales strategy aimed at increasing regional sales share in total company sales from 18 to 36% in 2011 and up to 50% in 2012;Organizing and controlling Sales Department working process: working out and creating KPI for sales team, development and implementing sales team motivation and stimulation programs;Established and maintained good relations with “VIP Customers” (Mercedes Benz Trucks, Nizhnekamsneftehim, General Motors, AGKO Machinery, Cummins Kama, Continental, Nokian Tyres, FOTON Motor etc.) explaining the advantages of Company services and negotiating agreements;Represented the company and developed ties with potential clients in trade shows and conferences;Evaluate the market regarding potential targets and business opportunities;Forming product mix for the Russian market and making up price positioning in accordance with product competitiveness and business profitability;Responsibility for departmental achievement of company assigned business targets Main achievements:Built up from scratch Regional Sales dpt; team building. Developed sales department structure, recruited and trained sales staffIncreased regional sales for New Clients from 15 mln rub in 1st Q 2011 to 105 mln rub in 4th Q 2011In 2012, established 3 successful partnerships with major corporations, which increased revenues on $17 million per yearSales of North-West, Siberia, South and Volga regions increased more than twicePreparation and participation in Trans Russia 2011. Speaking engagement «Logistics solution for automotive sector» on Conference organized by STS Logistics for Trans Russia.

Currently responsible for the operational management of the company which includes:Management of the company’s automobile terminals situated in; Lobnya – 6000 unit capacity, in Saint Petersburg – 2 parks of 7000 unit capacity, in Nahodka – 1000 unit capacity, in N. Chelni – 500 unit capacity; management of the port terminal in Saint Petersburg, designed for the processing of cars and trucks of H&H special equipment;Management of all transportation processes for cars and spare parts by sea, road, and rail with including special wagons for the transportation of H & M machinery. Overall volume of transportation services provided by ROLF SCS in 2009 was more than 100,000 cars and more than 50,000 imported cars. Own fleet currently stands at 260 carrier vehicles, including car carriers and evacuators.Management of terminals providing services in logistics of spare parts situated in Moscow, Saint Petersbourg, Kazan, Ekaterinbourg; with a total area of 28 000 sq.m. and an annual turnover of 1,825 thousand lines. Management of customs registration process for cars and spare parts.Management of staff consisting of more than 900 employees. Main achievements:The Opening of a subsidiary in Naberezhnie Chelni.The launch of information system i-Tracks (WMS). As a result of successful implementation, the launch time needed to prepare a car for dispatching was reduced by 4 times, document preparation time was reduced by 3 times and inventory checking by half.The integration of 2 working companies (Elite Trans Limited in Saint Petersburg and PDC Limited in Moscow) within the structure of Rolf SCS. It created the first full service operator in Russia capable of providing services across the entire spectrum of the automotive market.Developed and implemented KPI for terminal employees. Consequently the following results were achieved: reduction of damage 12.5%; increase of productivity 15.6%

Management of logistic processes of the company which include:• Purchasing of logistic services for all projects of the company. Decisions making concerning; arranging of tenders, preparation of contracts.• Development of logistic schemes for new distributional service, logistic projects.• Management of logistic departments of dealer centres.• Setting up of budgets for the activities of the Directorship, controlling budget targets.• Developing teaching programmes for the employees responsible for logistics, arranging training on logistics.• Standardisation of logistic business processes, development of regulations, procedures and technological schemes.• Responsibility for departmental achievement of company assigned business targets. Main achievements: As the result of optimization of “flows” the expenses of car transportation were cut more than 18 %. Optimized work in remote logistic areas in 5 newly opened regional dealerships of Blue Fish. A cost effective and efficient system of inter-dealership transportation was developed and implemented and resulted in unrestricted territorial purchasing of corporate fleets.  System of back loadings and combined transportation was implemented. Consequently waiting loading time was reduced threefold.  As the result of logistics training 24% of employees gained promotions in the Rolf Group of Companies.

Management of department of finished vehicles which included:Management of terminals of finished product (CBU yard) situated in N. Chelni, Elabuga, Ulyanovsk, Vladivostok, Moscow, total capacity – 14 000 units, annual turnover 130 000 cars, total number of employees – 300.Arranged logistics for sales of all projects of Sollers JSC .Controlled and optimized logistic processes of transportation and storage of finished vehicles.Confirmed technical tasks for tenders and evaluation of results.Controlled the stock in the warehouses of the dealerships.Arranged standard and reserve deliveries, customs registration, storage services for all spare parts for all of Sollers projects.Had control over financial relationship with suppliers of logistic services. Took part in strategic and monthly budget planning.Produced reports to aid in management decision making.Monitored and analysed the activity of logistic providers.Main achievements:Built up from scratch finished vehicles logistics (for brands Ssang Yong, FIAT, ISUZU), including imported and Russian assembled foreign models. Increased sales for these brands from 95 cars in 2005 to 55,000 cars in 2008Completion of the project allowed the company to create own terminal for warehousing finished vehicle production in Naberezhnie Chelni. Breakeven period less than 9 months and generated a saving of 40%. Increased the trips of the subcontractors fleet twice due to reduction in time necessary to load the cars 5 times.Implemented a dispatch system of cars using principle FIFO in the terminal in Ulyanovsk. Accordingly car preparation time was reduced by 2 times and documentation preparation increased by 39%.The conclusion of the project to create own terminal to warehouse finished vehicle production at the plant where cars FIAT and ISUZU are produced in the autonomous republic Alabuga in the Tatarstan Republic was done through the launching of a new manufacturing plant.

Management of logistic processes of Central service including:• Arranged transportation and forwarding services of central purchasing and sales support and built up own fleet from scratch.• Arranged plans for medium-termed and urgent transportation of cargoes• Arranged for regular deliveries of goods to the warehouses of the subsidiaries of the company (15 regional branches).• Provided the necessary level of warehouse stock, storehouse logistics, control over long turnover parts, carried out ABC_XYZ- analysis.• Developed and implemented a system of delivering goods to the warehouses of the company.• Produced documents and registration for customs clearance of spare parts of all brands (9 foreign brands).• Was in direct communication with paint-manufacturers, conducted negotiations.• Monitored changes to the customs laws of the Russian federation and updated company procedures..• Arranged tenders for transportation, made and agreed contracts with transporters, customs brokers and providers of logistic services.Main achievements:• Developed and implemented a system of logistics for the transportation of goods by own fleet.• Developed procedure of automated the process of documents production for registration of spare parts at the customs using 1C.• As the result of the optimisation of the transportation links, usage of consolidated warehouses and the launch of own fleet for transportation of foreign spare parts, transport expenses were reduced by 14%.• As the result of an improvement of the management of warehouse stock and increase in the share of long turnover parts by 19.9% storage turnover increased from 2 to 6 times a year.