Slava GOROCHKOV

I reported to the commercial director of the business unit "CEE,CIS, Middle East". My work consisted in:
- managing the local engineering teams: functional responsibility for 12 people ;
- coordinating answers to complex tenders dealing with several countries and business areas in logistics;
- selecting the logistics projects among all received that help optimizing the global GEFCO network.

Achievements:
- implemented standard working processes and KPIs to monitor the efficiency of the local engineering teams ;
- optimized the workflow with the central engineering department in France ;
- took the lead on projects requiring regional coordination due to complexity or to optimisation opportunities.

I reported to the commercial director. I was in charge of:
- managing the logistics engineering department with 2 people reporting to me ;
- organizing answers to logistics tenders coming from potential future clients of GEFCO group: project management methods were widely used ;
- defining purchasing strategies according to the supply schemes I had built for the project;
- taking part in offers presentations to clients ;
- support operational teams during start up and ramp up phases.

Achievements :
- set up standard working procedures and KPIs for my department ;
- improved ratio of awarded tenders from 3% to 15% ;
- succeeded in building a service that gained recognition among purchasing, operational and commercial departments for tender management;
- enlarged skills of my department to all kind of logistics businesses (overland, overseas, finished vehicles, warehousing).

I reported to the local engineering department manager and was assigned to:
- provide logistic solutions to GEFCO « non-group » clients ;
- work on rebuilding the supply scheme for Peugeot and Citroen finished vehicles due to a huge lack of road transport to Russia in 2007 that made prices skyrocket ;
- take part in operational validation of the new scheme.

Achievements :
- 50% of volume was successfully switched to an alternative short sea route.

Due to a reorganization in the inplant supply scheme my task was to calculate the workload impact on the teams supplying the assembly lines of the factory from the inplant warehouse.

Achievements:
The logistics workforce was reallocated according to the results provided.