Procurement Director / Head

Chain of 17 health resorts all over Russia. Previous place of work - Takeda CIS
May 2022 – currently

Medicine, Pharmaceuticals, Pharmacies

Head of Procurement
• Ensure efficient operation of 17 departmental boarding houses.
• Procurement department from “0”.
• Procurement systems and tools implementation.
• Developing and executing strategic business processes.
• Departmental management – 5 people in direct reporting.

May 2015 – April 2021

Head of Procurement Russia, Global Real Estate, Facilities and Procurement
Main Responsibilities
• Procurement transformation.
• Primary Business Partner for the sub-region, representing Real Estate, Facilities and
Procurement.
• Local purchasing strategy implementation – Russia & CIS integration into global
procurement processes.
• Developing and executing strategic business processes.
• Budgeting / Forecasting – sustainable delivery of Procurement targets.
• Procurement systems and tools implementation Departmental management – 4 people in direct reporting, including hiring, trainings, coaching.
Progress
• As Head of Procurement, I have led the challenging process of Nicomed integration as an effectively functioning part of the global Takeda Pharmaceutical group including reorganization and optimization of all procurement processes. As the result, Local Procurement SLA was implemented in 2017 (none of other markets in Takeda have it yet).
• I build strong Business Partnering for the sub-region, representing Real Estate, Facilities and Procurement including developing and maintaining strong relationships with internal and external stakeholders to ensure optimal performance. As the result, as Head of Procurement I become Member of Leadership Team Russia & CIS in 2016.
• Together with my Team, we implemented Local Procurement strategy based on global priorities and achievements taking into consideration local specific (including CIS countries) and needs. We created strategic business processes for local Procurement activities including but not limited to category and supplier management, preferred and additional saving 5-4%, payment terms increasing (from prepayment/30 days to 60-90 days, supplier’s optimization (appr 5 times to the end of 2020) and contingent business support.
• In 2019, Takeda bought on global level pharma company Shire. Procurement as a function was not established in Shire Russia. By less than 6 months, we integrated new business to our processes including new activities for Takeda. Also, full suppliers audit was done based on new business requirements. All integration activities were done in time, in line with global requirements and with business contingency.
• In 2020, Takeda sold part of the business on global level to Stada, by 2,5 months all procurement contracts related to the sold products were properly transferred to the new owner in order to avoid business disruption, including TV advertising, digital activities, some rights and market research activities. In addition, contracts related to employees were transferred to Stada (vehicle leasing and Insurance mainly).
• I managed New Procurement transformation in Russia announced in 2020 as the result of business transformation. By those activities, I implemented shared resources activities for Russia and ICMEA region. I initiated supplier’s revision and optimization, as the result we decrease number of suppliers with full compliance transparency and risks mitigations.
• All Indirect activities were under my responsibility for the sub-region such as Sales & Marketing, Travel & Events, G&A, Professional services & IT.
• Direct categories under responsibilities:
• Real Estates and Facilities management;
• Warehousing and Logistics;
• Manufacturing Laboratory supply including equipment.
• Procurement tools implementation – under my responsibility Russia & CIS Procurement Team was the first one in Takeda implemented Ariba E-sourcing management in 2015. That is help to build transparent and effective procurement process for our business and for suppliers as well.
• By my Team, we implemented Ariba P2P in Russia and CIS in 2020 by my team based on that successful experience.
I have always been especially efficient in building strong professional teams from zero. As the result, our local Team including Strategic Sourcing Managers and Operational Buyers had different recognitions from local business and global procurement Award. I strongly believe in developing skills and future capabilities of the procurement team.

Main Responsibilities
• Purchasing Management for company including local manufacturing plant.
• Local purchasing process and procedure implementation.
• Sarbanes- Oxley audit follow-up.
• Suppliers’ management.
• Reporting to European back-office.
• Departmental management
Progress.
• As Head of the department, I was responsible for all Purchasing Management for company in Russia for B2B and B2C business units including KodaPost activities in 65 regions.
• Also, department was responsible for local manufacturing support based on WW contracts including supplier optimization, development and evaluation.
• Local purchasing process and procedure creation, implementation and evaluation from “0”. WW procedures, Delegation of Authorities and Sarbanes- Oxley audit follow-up. Manage, optimize and evaluate supplier panel. Tenders, contract management.
• In 2006 the decision was taken to localize raw materials and packaging as much as possible for manufacturing plant. I was responsible for these processes not only from management perspective but also as main Buyer. Together with manufacturing management, we localized all packaging materials (boxes and bottles for photochemistry) and main part of row materials. We initiated some local contracts with local supply from global manufactures (BASF and DuPont as an example) and with some Russian chemistry suppliers after technical certification. As the result, more than 90% of the costs were localized, that’s gave us appr 10% of savings in P&L.
• Monthly reporting to European back-office, including purchasing turnover and different productivity reports. Annual productivity, av. 8-10%. Annual TO av. 30 mln. Euro.
• Departmental management – 5 people, including hiring, trainings, coaching.

Main Responsibilities
• Purchasing function implementation.
• Purchasing strategy implementation based on pan European strategy & local needs and priorities., Suppliers management.
• Regularly Report on the RBU purchasing activity Progress.
Progress
• Purchasing did not еxistin Nissan RBU EAST before 2007. By joining Nissan, I was fully responsible for purchasing process and procedures creation from “0” as well as purchasing department creation from “0”.
• Together with the global team, we created Local purchasing strategy based on pan European strategy & local needs and priorities.
• We build strong relations with local and global suppliers ensuring best conditions for the company for costs and quality. We created supplier’s panel management and optimization by local markets analysis, supplier’s optimization, performance and evaluation.
• Purchasing Department together with Legal and Finance teams implemented Contracts management in Nissan EAST for local and global suppliers. We did it with consistency to WW agreements and based on local legal/fiscal requirements. As Head of the Department, I had Power of Attorney on contracts signing in line with DOA. As a primary purchasing contact on RBU level, I was responsible for requirements anticipation, analysis and consolidation from different budget holders. Suppliers’ selection management (commercial and contract negotiation) in line with purchasing process and procedures and Delegation of Authorities (DOA).
• Purchasing strategic action plan creation on RBU level, priority definition for savings optimizes and risks reduce from suppliers.
• Regularly Report on the RBU purchasing activity (costs savings, e-auction, diff. individual and departmental KPI’s).
• Based on my request e-auctions system Scanmarket was implementation in RBU In 2008.
• As Purchasing Head, I participated in RBU Budgeting & Forecasting processes in my area of responsibility. Together with my Team, we achieved annual savings, av. 5-8%. (Annual TO av. 80 mln. Euro.), payment terms improvement and better contractual conditions.
Areas of responsibility:
• In Direct:
• Sales & Marketing activities (ATL, BTL, Market Intelligence, MICE, POSM, Participation in Exhibitions etc.),
• G&A (rent, office support, travelling, HR services etc),
• Direct
• After Sales (Sales & Marketing for AS, including AS range of products, participation in AS localization, spare part and equipment for AS activities), ~5kSKU. Supplier’s
 
certification based on Nissan Global technical requirements and rules.
• Warehousing
• As Nissan RBU Purchasing Lead, I initiated deeper local interface with Renault management (based on Renault & Nissan alliance). That is provide additional opportunities for both companies including volumes consolidation/better conditions, market knowledge and insights. By consolidation Road Side Assistance for 3 brands (Renault, Nissan, Infiniti) under common supplier, we achieved additional savings to P&L for all parties. As Nissan RBU Purchasing Lead, I had regular contacts with European purchasing network including pan-European suppliers’ selections for different categories.
• Departmental management – 4 people in direct reporting, including hiring, trainings, coaching.