Anton Shibanov

Top4 Globally and Russian market leader at Production and Services of Rolling Stock for Mainline and Urban Rail, Y2025: revenue >500 B Rub., headcount – 120 000+ employees; https://tmh.global TASKS: • Transformation of procurement planning and synchronization all cross-functional elements of TMH planning (IBP) • Efficiency increase of Procurement and Logistics, Subsidiaries and Partners integration RESULTS, ACHIEVEMENTS: Jointly with the Team of 30+ employees from Sales, Production, Technology, Engineering, IT, Procurement, Finance and others, including C-level • Launched and led cross-functional group “From the demand of the Product to its shipment”, decomposed whole process into stages, determined areas of responsibility of every Function division with performance metrics, approved 12 initiatives with annual effect >0,6 B Rub and qualitative benefits, started implementation • Transformed Procurement planning with annual value >250 B Rub, implemented automation solution and efficiency metrics • Approved Logistics strategy for TMH Group, updated Logistics transport efficiency metrics • Accomplished the audit of the current Procurement model (including P2P-process, category strategies management, efficiency, etc.) EFFECTS FOR BUSINESS: • 62% reduction of earlier goods receipt than the demand within the Planning process (advanced receipts) • Procurement plan automated calculation part increased from 85% to 97% (SKU), 63% cut of planning goods receipt without a demand • Decreased from 17% to 12% a share of urgent transportation requests, keeping a share of planned ones (36%); increased service level by internal Group transportation company from 86% to 89%, increasing its share from 95% to 99%

Market leader among traders and importer №1 at amino acid and vitamins market in Russia – 9% of the total import in 2023 TASK: Prices decrease and increase the sustainability of supply from China and Europe RESULTS, ACHIEVEMENTS: Jointly with owner, CEO and leaders of Sales and Finance functions • Elaborated and approved category strategies for vitamins and amino acids, covered 16 SKUs and 89% of revenue • Signed Strategic cooperation agreements with Global market producer leaders (China), it allowed to decrease prices for 2-9% v.s. market – get special prices, increase goods availability, reduce lead-time deliveries for 15% • For several SKUs – got excusive dealership for Russian market from Chinese producer • Implemented Procurement planning and Sales target setting as a “single” process according to S&OP, increased sales “funnel” for 10% EFFECTS FOR BUSINESS (done): Increased sales in 2024 for 25-247% for respective positions (total vitamins - for 140%) EFFECTS FOR BUSINESS in 2025 – 2026: Business sustainably and sales increase with market share at 15-20% of the total Russian import

TASKS: • Saving maximization across all the businesses directions of the Group, annual spend 85+ billion rubles • Stabilization of Procurement at HQ (launch – 11.2022), transformation of procurement, internal customer satisfaction level increase • Systematic changes implementation in Procurement: efficiency management, internal regulation modification, procurement SRM solution implementation with advanced functionality for all Business RESULTS, ACHIEVEMENTS: Jointly with the Team of 15+ people from different divisions, including C-level • Stabilized “just” launched function of centralized (HQ) procurement, keeping business continuity, in parallel establishing processes and governance, getting needed resources (staff positions) and renewing procurement team for 70+% • For all Businesses: o Elaborated Procurement strategy, approved transformation roadmap for 3 years ahead o Approved Lead-time methodology and principles for Savings o Implemented Procurement planning mechanism, consolidating 61% of the spend o Elaborated prof. requirements for SRM-solution, launched RFP and selected a solution o Launched project of Logistics efficiency increase with Consultant • Got savings 12,6% based on top10 RFPs with value of 12,8 B Rub at HQ level during 6 months: implemented new saving leverages: run direct negotiations with Chinese producers, formula pricing approach, etc. • Launched Rusagro sourcing center in China, during 4 months – partners in Turkey & Iran for local & international supply chain EFFECTS FOR BUSINESS: • Launch centralized (HQ) Procurement function, for 3 years ahead approve a Procurement strategy • >1,5 B Rub as a sustainable extra saving for managed categories, including lower prices based on respective market raw material cost, etc. • 19% of Logistics cost decrease for some arears, identify and launch a group of projects for efficiency increase • 30% RFP duration decrease for “common” categories, start comparison of Business regarding RFP efficiency

TASK: • Transformation of Procure-to-Pay (Р2Р) process for commercial and non-commercial procurement RESULTS, ACHIEVEMENTS: As a part of the 20+ people Team from different divisions, including C-level • Launched program, selected Consultant, approved implementation plan and got needed resources: o Started implementation of recommendations regarding Contracts: increase % of standard contract forms, change approval governance, approved technical task for Contract constructor, started implementation of electronic signature o Started of P2P “pains” analysis, analyzed different Shared Service center models EFFECTS FOR BUSINESS: • Decreased for 22% contract approval and signing period and contracts’ risks • Get started to make decisions and implement changes of P2P-process until end of Y2022

TASK: • Transformation, efficiency increase and management of Operational procurement, Transactions – POs, Invoices, Contractual workflow. New function of Management of the contracts’ obligations launch - CCM RESULTS, ACHIEVEMENTS: Jointly with the Team of 15+ employees from Procurement, Legal, Finance and others • Launched “Sourcing Factory” and achieved all KPIs: 5 structures in direct report, above 250+ employees • 18% of staff reduction with business continuity keeping • Elaborated and implemented category strategy concerning Operational procurement – below 20 M Rub • Elaborated and started to implement the “Customer” approach for internal business Functions, including analyses of P2P-process, CJM, approval and implementation initiatives for improvement • Updated system of requirements planning and POs placement for Network construction (spend >30 B Rub /year) • Implemented a new function – Management of the contracts’ obligations, ССМ, www.worldcc.com o Set up a new business process based on existing contracts with >14 B Rub annual spend, taking into account a deep learning of respective process and practices in Vodafone in Luxembourg and India o Achieved effects: а) improvement of contracts’ obligations proper execution percentage – cases from 20% to 80%, b) direct “hard” effect >$1,5M due to liquidated damages and pricing verifications during 7 months, c) key-learnings implementation • Digitized contract workflow with foreign partners through DocuSign and Diadoc: >85% of deals are done electronically • Adapted Monitor-compliance requirements and implemented them into procurement and related processes EFFECTS FOR BUSINESS: • 30% operational staff increase in Procurement area and 16% − in Transactions • 5 times contract signing period decrease for international deals, internal Customer satisfaction increase in Procurement • >100 M Rub as extra-saving for 7 months, increase % of contracts’ obligations execution from Partners’ side, up to 80%

TASKS: • Preparation of contract templates for RFPs, contracts elaboration based on RFPs results, approval based on internal regulation and agreement with Partners, management of contract signing process for all HQ contracts • Operational efficiency increase, electronic signature implementation RESULTS, ACHIEVEMENTS: Jointly with the Team of 10+ employees from Procurement, IT, Legal, Finance and others • Increased operation work efficiency: the number of the signed contracts per person raised by 32%, work with standard contracts was shifted to regional office – 40% of the deals, Lead-time KPI was improved from 76% to 90% • Digitized contract workflow: o Implemented Electronic signature project in Procurement area: 84% of contracts are signed electronically, POs – 97% & 81% of invoices. Led of rolling out of Electronic signature project for whole MTS: 62% – several divisions for 8 months o Implemented “Contract constructor” IT-solution: 61% of the contracts are done via 39 forms • Increased a number of standard contract forms up to 39, simplified a legal signing structure and a group of contract forms EFFECTS FOR BUSINESS: • 32% operational efficiency staff increase • >95% of contracts and POs are signed electronically, 3+ times contracts’ signing period decrease • Contract risks reduction: frame agreement on a 1 page – a link to MTS web-site, “joining” contract for subsidiaries

TASKS: • Reasoning, approval and implementation of the Procurement transformation (centralization) in MTS Group as a Project leader. Setting up best-in-class Procurement system and automation, using effective IT-solutions o Transformation and integration of Procurement in Subsidiaries, getting $-value effects RESULTS, ACHIEVEMENTS: Jointly with Booz&Co and a Team of 12+ employees, including top-management • Launched Procurement Block since 01.02.2010 – business continuity was kept, integrated Subsidiaries’ procurement, annual effect >$300M: o Changed process, governance, KPIs and SLAs; took part in hiring of key employees o Analysed key categories in Subsidiaries, elaborated and implemented Category strategies, savings up to 45%, approved operational mechanism of cooperation with Procurement block HQ o Analysed and implemented Vodafone procurement best practices, Vodafone is a global partner of MTS • Implemented global best-in-class IT solutions for automation of the Procurement process – Oracle Advanced Procurement and Spend cube -- Orpheus, both – first time in Russia • Elaborated Procurement Block Strategy, supported approval process at MTS Management Board, tracked • Elaborated and implemented Procurement recognition program and professional skills education system • Served as a Chief Procurement Officer for 3 months in 2013 in “Medsi” – a leader in a Private medicine sector in Russia, common major shareholder with MTS. Main results: a) Procurement started to “operate”, b) huge saving, e.g. 32% for Karl Storz medical equipment, c) effective “basis” and recommendations for future EFFECTS FOR BUSINESS: • Creation within MTS the best Procurement organization and a Team in Russia taking into account global best-practices • Recover Procurement as a function of Medsi, get significant savings and lay the foundation for long-term changes

• Implemented International-Interurban Network project as a project leader (covered all the regions of Russia and >40 employees, included approval with State authorities, annual effect >$60M); • Set up and managed Project Management Office (PMO), covered all key projects of BU “MTS Russia”, $500+ M o Defined Projects portfolio, elaborated and implemented Projects’ standard and tracking mechanism • Organized and operationally managed BU “MTS Russia” Efficiency committee

• Planning and implementation of marketing and trade-marketing activities • Analysis of the marketing activities, stock forecasting, setting priorities for Sales force

• Sales promotion reconciliation (19% of the annual budget were reallocated by brands, P&L articles)

Topic of diploma: Main principles of enterprise risk-management system