 Optimization of stock level, inventory management and stock accuracy Direct communication with foreign suppliers by face to face studies and workshops Controlling stocks and orders  Supplier improvement in terms of logistics quality and on time delivery Foreign suppliers communication improvements Logistics quality improvement Transportation duration & suppliers lead time improvements Reducing transportation expenses Logistics performance follow-up and operational indicators Manage procurement for short, mid and long term. Manage and define logistics owner cost analyses of new projects and operational changes based on purchasing targets Leading phase-in/phase-out plan Cross functional logistics team management and engineering changes Improvement of operation performance indicators with an impact on internal customer satisfaction Improvement of internal material flow including warehouse layout change, implementation of dynamics storage Logistics quality improvement Improvement of transportation with our carrier and creating synergies with other TEMSA plants for sharing transportation and cross-docking. It provided us decrease in terms of transportation cost, inventory and increase in on time delivery reliability.

 Kanban implementation with local customers with a high service rate Phase-in/phase-out management with customers APS (Autoliv Production System) implementation and deployment of JIT principle Changing delivery frequency to customers from low frequency to daily frequency Set up and analyse logistics performance indicators, and propose any necessary improvements, responsible for the reception, processing and monitoring of client orders and invoicing, respecting defined business and credit conditions. Make production plan according to customer order for inhouse production and pass-through business. Plan the orders by considering transportation risks, custom problems and production performance.  Place orders to suppliers by considering the customer requirement and stock level of the parts which are under the responsibility. Control the stock levels of the parts by taking daily reports from system in order to minimize stock discrepancy.  Identify product trees into the system. Phase out control for the parts which will not be used for new projects in order to minimize dead stock. Manage procurement and manpower resources for short, mid and long term Optimization of stock level, inventory management and stock accuracy Direct communication with foreign suppliers by face to face studies and workshops 5S level improvement and standardization Logistics performance follow-up with KPI’s and operational indicators, continuous improvement of performances and adapt corporate and local standards in each step of operations Implementation and usage of quality tools in logistics Operational standards revision and creation new standards by changing company procedure policy

 Responsible for pre-production planning of V227(TC7) Transit Connect Responsible for V227 Transit Connect production process planning Responsible for Creation & Maintenance of PPVBR - Pre-production Vehicles Build Requirements List, Test Vehicle Orders & VBOM – Vehicle Bill of Material Validation of Transit V227 Programme, Vehicle Identification Stamping Systems Responsible from V347-V348 2006 MY Transit Vehicles Build Support. Inventory Control and Supply Chain : Giving part orders for vehicles, follow-up timing consequences from suppliers, transportation, storing material, controlling warehouse delivery in – out, and giving invoice approval. Reporting everyday outcome. Planning the production according to JIT – Just in time Ford Production systems.

 Customer relation management Credit control Repo agreements Credit cards Purchasing and selling of bonds  Daily deposits