Vadim Spiridonov

• Identified the rules and requirements, studying legislation, working with government authorities and BIG 4 consulting companies to launch vehicle assembly plant in Russia. • Developed project's action plan on Microsoft Office Project to visualize milestones and comply with all the deadlines. • Executed inventory management, analyzing stocks in 1C ERP system, scrapping obsolete products and changing storage scheme in a warehouse to decrease inventory on $13 K. • Led a series of offline and Zoom meetings with government authorities, local partners and headquarters to evaluate the possibility of launching CKD production in Russia. • Held a tender and successfully negotiated with vendors for insurance services, saving the company 20% on total cost.

• Developed 1C ERP production planning, production, logistics, procurement modules, working with sales, production and logistics teams (local and Hino Japan) to automate business processes and increase their efficiency. • Executed production and supply planning in cooperation with sales and production teams to ensure production according to sales plan and required stock levels of components. • Designed and implemented effective supply chain strategy, working in collaboration with logistics teams (local and Hino Japan) to minimize production risks and decrease logistics cost. • Revised container loading plans, using EasyCargo to decrease ocean freight cost on $1,3 K per shipment. • Researched local market of production components and identified 12 localization opportunities and potential suppliers to decrease cost per unit by 5%. • Initiated and implemented a procurement policy, working with top management. to regulate procurement process, eliminate opportunities for bribes and save company's funds.

• Executed inventory management, researching inventory Qlik Sence reports and identifying high stock items, finding root cause of high stock and changing shipping frequency and packaging level of components to decrease inventory on $2 M. • Provided smooth sourcing switch to local suppliers using Global MMOG/LE system to meet localization plan deadlines and eliminate logistics risks. • Supervised and evaluated suppliers logistics performance using SUPER-G system, analysing root causes and defining action plans to prevent production line stoppage and inventory shortages and surpluses. • Developed and implemented export process of components to Argentina and Germany using available CMMS ERP capabilities to save $235 K on IT development cost. • Implemented Next Generation of CMMS ERP at all Ford Sollers plants working with the US SPI team and providing on-site education for plant's management and staff.

• Led CMMS ERP development, in cooperation with the US SP&I team, improving efficiency and productivity of existing business processes and implementation of new ones. • Collaborated with production planning, logistics, production, engineering, sales, purchasing and finance teams to identify problem areas in business processes and fix them. • Implemented shelf life materials management, developing Warehouse Management System, to reduce materials scrap rate by 70%. • Initiated and launched Ford systems Help Desk, to reduce issues resolution time and eliminate language barrier between plants staff and global SP&I teams. As a result, 95% of all issues were solved locally. • Implemented SUPER-G system, to increase level of suppliers KPI and reduce production components shortages by 60%. • Developed training materials and process maps for CMMS ERP and SUPER-G systems, providing on-site education and creating 100+ infographics and webinars to visualize lessons learnt from logistics, production and inventory issues, new business processes.

• Supervised supply chain operations of 400 containers per month (ocean freight, customs clearance, in-land delivery), controlling 3PLs and Cello system operations, to ensure timely delivery and execution of sales plan. • Collaborated with SE SCM team for continuous demand calculation of logistics services. • Controlled and evaluated the work of 3PLs, managing operations and Cello system, to prevent additional logistics costs and delivery delays. • Obligated 3PLs to move containers from port to container yard after completion of customs clearance in order to reduce containers demurrage by 70%. • Developed and implemented claim management process on Cello system, working in collaboration with SE SCM team, 3PLs and shipping lines to visualize the process and make it transparent to all parties. • Standardized logistics processes, creating SOP and process maps on Microsoft Office Excel to improve containers delivery KPI and increase customer satisfaction. • Increased level of customer service, developing Cello system processes and solving 20+ SE SCM team and 3PLs inquiries weekly through CRM platform. • Established EDI connection with 6 3PLs and 5 shipping lines, to automate Delivery Orders filling process in Cello system.