Dmitry Egorov

Annual turnover under responsibility – 280 mEUR Key responsibilities: • Ensure delivery on time (“just in time” in particular for seats scope) at required quantity, quality and agreed, competitive price; • Perform at the level of 5% cost reduction by optimization of the product, process, inbound & outbound logistics, direct & indirect cost and commercial negotiations; • Strategy preparation and validation with a target to develop local (including Global localized) supplier panel based on product requirements for the further projects of AvtoVAZ, Renault & Nissan. Key criteria under consideration are: Financial situation of supplier; Quality; Delivery; Development capabilities; Cost (competitiveness); Management behavior; • Sourcing management in accordance to Alliance Purchasing Organization process: o Ensure validated supplier panel by kick-off of a new project; o Preparation and presentation of data (economical and technical synthesis), required for decision of supplier nomination. • Team development. Setting tasks based on the strengths of the employee, taking into account motivation and competence in relation to a specific task, 7 people in direct subordination; • Preparation and submission of a monthly report on the economic efficiency of the work performed by the team. Key achievements: • Uninterrupted supply of parts at the required quantity and quality, despite the possibility of not reached agreement upon prices at the moment of delivery. 100% of orders are executed on time; • 30% part price reduction (annual impact is 7,8 mEUR) for some of the products been reached within commercial negotiations by using out come from benchmarking; • Localization level (incl. Tier# suppliers) been reached 85% (increased by 40%) for some products like lighting, seats

Key responsibilities: • Procurement of automotive components within the scope of responsibility and in accordance with the criteria – Quality, Cost and Delivery on time; • Conducting negotiations in order to ensure deliveries on time and achieve price targets, taking into account quality criteria; • Sourcing activity in accordance to Alliance Purchasing Organization process: o Sourcing activity among approved suppliers in order to achieve the specified indicators for product, price and quality; o Preparation of data (economical and technical synthesis), required for decision of supplier nomination; o Document flow required to keep deliveries running. • Constant generation of the ideas impacted on net cost of the product: product; process; inbound & outbound logistics. Common study with engineers; marketing; Program; logistics. Key achievements: • Competitive supplier panel been developed. 90% of production operations are done at supplier’s production sits. Quality indicators reached threshold <10 PPM; the share of overhead costs has been reduced to 15%; capacity have been increased to the required +20% of potential market growth; • An effective system of price management and forecasting been created. Deviation of the actual values from forecasted is minimized (<3%); • Instant reporting on the main indicators (change in turnover; influence of main cost drivers on a performance indicators; supplier's share in the total scope, etc.) been developed.