- Successful launch of a completely new logistics standard - Implementation of new KPIs for logistics management- Staff capacity planning to reduce staff costs and improve delivery quality (Service Level D-28 at 80%+)- Reduction of error rate to 0.08%- Increase productivity (packing, picking)- Improve customer experience with package design and reduce packaging costs- Logistics audit (analysis of the initial state of logistics and setting clear objectives) - ABC analysis in terms of sales and picks- Change of layout in accordance with ABC Analysis- Setting up a new logistics management team

- Main operational responsibility of the new warehouse.- Cooperation on the whole project:1. Communication with the developer and building supervisor and active local supervision of the construction.2. Active involvement in the logic of the new warehouse. 3. Collaboration on the development of new warehouse software. Inventing new processes and deploying them into production. 4. Recruitment of completely new operational support teams, primarily operational positions. From warehouse workers to shift supervisors. The current number of warehouse workers is 600.5. Negotiations with new suppliers.6. Design of the office, canteen, changing rooms and all facilities for new colleagues.7. Daily operational interventions, very frequent flexible and quick changes due to errors of the new warehouse management software.8. Active leadership development. Training in all spheres required for their work. 9. Communication across the company. Reporting to management, CEO and shareholders. 10. Building a functioning distribution warehouse from idea to shipping 500,000 pieces per week to all stores, delivering to end customers via a new eshop line, but also to wholesale customers.

- Management of the entire warehouse logistics.- Responsibility for personnel costs, investments.- Main tasks:1. Increasing the service level of dispatching, receiving goods and sorting returns.2. KPI setting and deployment.3. Reporting results to shareholders.4. Planning and development of the idea of building a new warehouse.5. Managing 3 warehouse managers, 20 team leaders and over 600 warehouse workers.

- Management of the main distribution warehouse with an area of 55,000 square meters.- Consolidation and dispatch of goods from all three warehouses to all stores in 5 European countries.- Crisis management during a pandemic- Main tasks:1. Optimisation of goods inbound and returns.2. Increasing eshop capacity during lockdown by up to 300% essentially overnight.3. Main responsibility for safety.4. Managing 10 team leaders and supervisors and up to 450 workers.

- Management of two warehouses with a total area of 30,000 square meters.- The main goal was to transfer working processes from one warehouse to another and standardize them. - Main tasks:1. Make picking oversized goods more efficient.2. Active collaboration with software development to improve the WMS.3. Reducing errors for the same productivity.4. Managing 10 team leaders and more than 200 employees.

- Responsibility for one 15,000 square metre warehouse. - Main tasks:1. Increasing productivity2. Reducing costs3. Optimising processes4. Reporting to the Director of Logistics5. Managing 5 shift team leaders and 110 warehouse staff

- Active management of 350 agency employees and 10 leaders in different departments.1. Bakery2. Fruit and vegetables3. Dairy products4. Meat and sausages5. Frozen products6. Drugstores7. Beverages8. Consumer goods9. Alcohol and tobacco products10. Expensive goods- Responsibility for the complete dispatch of orders.1. Picking2. Packaging3. Quality control4. Replenishment- Online home delivery within two hours. Very fast business with high pressure on quality.- Dealing with crisis situations and the need to make decisions based on calculations and data in minutes.

(ICELAND FOODS - Home delivery depot)- Control and management of the night shift.- Responsibility for warehouse staff (15 colleagues), warehouse (2 000 square meters), IT equipment (primarily PDAs).- Our tasks were:1. Clean up the warehouse2. Receive the goods3. Make replenishment (department of frozen, chilled, common goods)4. Prepare morning orders- Design a new layout in the freezer - increase productivity by 10%.

(MISSGUIDED) - Quality control (Random inspection of warehousemen, reporting results to Team Leader.)- Team Leader's right hand (Together, we managed the operations of our assigned section on our shift. I helped out wherever I was needed.)

(MISSGUIDED) - Picking & Packing- Housekeeping- Replenishment