Світлана

CURRICULUM VITAE
Svitlana Zapolska
Tel. mobile (private): [відкрити контакти](див. вище в блоці «контактна інформація»);
e-mail: [відкрити контакти](див. вище в блоці «контактна інформація»)
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PROFESSIONAL EXPERIENCE

Feb.2019 - current
ARGO RETAIL NETWORK
Position: Logistics Director
Responsible for logistics infrastructure (Central WH, Transport logistics) plus external logistics (deliveries from Europe to Ukraine);
optimization and further development of WH logistics processes (picking process optimization, lead time decrease due to smart schedule implementation) As a result – WH staff optimization by 45% due to optimized processes.
External lead time decrease due to goods consolidation optimization, plus working on transport costs reduction, achieved by goods flow optimization and more efficient trucks utilization increase (external logistics). Result: lead time decrease from 20 days to 14 days (in average).
Collaborative cooperation with Commercial dept., common working on business processes building and optimization;
E-commerce projects launching: building new processes of effective fulfilment processes
Full business process review from goods ordering to presentation on the shelves.

Sep. 2017 – Feb.2019

PJSC UKRPOSHTA
Position: Head of Retail Logistics Division (24 Directions divisions in coordination)

Responsible for UKRPOSHTA retail logistics infrastructure (24 Central WHs, up to 100 regional WHs);
optimization and further development of all logistics processes, related to goods flow processing and delivery up to 12 000 destinations;
Collaborative cooperation with retail dept., common working on business processes building and optimization;
Logistics infrastructure simplification (project to decrease q-ty of WHs and WH employees by optimizing the processes to reduce W&S).

May.2017-August.2017
AUCHAN UKRAINE HYPERMARKET
Position: Logistics Project Manager (Efficiency Division)
Responsible for all logistics processes optimization and reviewing, new projects implementation concerning goods flow optimization (picking by unit, new Stores openings, logistics costs optimization, etc)

Jul. 2015-May.2017

PATROL POLICE DEPARTMENT OF NATIONAL POLICE OF UKRAINE
Position: Deputy Head of Logistics and Procurement Division (up to 80 employees in subordination)
Responsible for all kinds inventory staff provision (transport, officer uniform, stationery staff, IT equipment, furniture, special equipment, etc.), needed for Patrol Police activities all over the country;
Main responsibilities: needs forecasting, budgeting, market search and purchasing, goods supply process, warehouse and distribution process, inventory staff usage control, etc;
Successful support in launching of Patrol Police divisions (12 000 policemen) in 32 cities of Ukraine, which was held during 11 months (less than 1 year)!
Building and launching of business processes and communication system organizing inside the Structure for ordering and distribution processing organization;
Central warehouse system building, starting form order receiving, goods receiving, goods storage and picking, goods distribution, documents workflow;

May.2011 – Jun.2015

METRO CASH AND CARRY UKRAINE, KIEV
Position: Supply Chain Ambient (DF/NF) Flow Manager (up to 20 employees in subordination)
Working on goods flow optimization using different logistics platforms (Pre-Allocated XD, break Bulk XD, Central Stock), which resulted deliveries centralization level up to 85% to achieve better service level, operational cost reduction and COGS reduction;
Working on stock and shelf availability improvement via different tools: suppliers scorecards, GAP check and out of stock control, special attention to demand planning, LSP’s logistics KPI control (punctuality, picking accuracy, order fulfilment). Stock availability results for several years were av. 96-97%;
Collaborative cooperation with the suppliers via Joint business planning alignment and negotiations for logistics flow optimization;
Working on all process optimization (incl. cross-functional) to achieve maximum principle implementation in goods flow " from truck to shelf", meaning goods presented in needed quantity in the shortest time to decrease the lead time (last years improvement was resulted in changing total lead time for all categories from 5 to 3.5 days);
Stock and inventory Management;

Jul. 2008 –
May.2011

METRO CASH AND CARRY UKRAINE, KIEV
Position: Supply Chain Import Manager
Stock Management control and analysis, collaborative planning with Buying in reducing old stock, avoiding out of stock;
Logistics costs optimization (av. level was decreased by 1.4% and was kept on level of 6.7% inl. customs expences plus storage, picking and distribution), forecasting;
Working on import scheme optimization to provide smooth goods flow from the Supplier to the Central Stock via Customs, incl. problem solving with the Customs and cooperation scheme alignment with the customs and port agents to provide intime deliveries;
New projects launching from the beginning and successful starting: direct import of alcohol deliveries, fresh F&V direct import deliveries;

Dec. 2005- Jun.2008
METRO CASH AND CARRY UKRAINE, KIEV
Position: Different Junior Positions in Supply Chain Import Dpt.
Import Suppliers delivery schedule alignment and control to achieve min lead time (keeping different targets for different categories of goods);
Strong communications with Port agent and LSP provider to provide smooth and intime inbound process;
Import Suppliers negotiations (import contracts, documents and schedule alignment);
Working with bonded warehouse and temporary storage warehouses

EDUCATION

2001-2006Vadym Het’man National Economical University of Kyiv, Kyiv
Degree: Master, Area of Study: International Econimics, Specialty: International Business Management;
2000-2004Wisconsin International University (USA) in Ukraine (American City University), Kyiv
Degree: Bachelor, Area of Study: Business Administration, Specialty: International Management;

PERSONAL

Language:Ukrainian (native); Russian (bilingual); English (fluent);

Interests:Travelling, outdoor activities, my family, friends.

Personal projects and achievements:

ARGO RETAIL NETWORK
WH processes optimization was achieved due to
New distribution tool was implemented in the System, allowing automatical split of general order.
Picking on carton level implementation, which decreased WH processing time deliveries from 3 days to 1 day) with alignment of all related processes in system accounting (50% of shipments).
All GR processes review and rebuilding in one Structure ( not depending, which brand requests which type of GR), providing the same delivery timings for all brands.
Business process alignment with Stores and commercial dept, step-by-step communications and actions (with timings and responsible sides) of all processes starting from order creation, orders picking up and orders deliveries for e-commerce projects.
Full structuring of goods flow control ( full goods movement cycle) starting from coming to WH, ending by GR at final Store, including transits between Stores

PJSC UKRPOSHTA
Alignment with commercial dept of stock targets and stock level control on monthly basis
Based on agreed stock level targets, building the reporting and feedback receiving from all direction re: service level, as lead time, order fulfillment (goods delivered vs goods ordered) on week level
Delivery schedule alignment to organize goods receiving once per week with lead time to final destinations 5 days (in connection with internal transport net and delivery scheduling). All target terms were agreed and aligned with commercial dept.
WH zone implementation, working out of rules of goods storage and placement, depending on goods rotation, food/non food separation, operational zone separation, etc

Further development was expected due to plans to decrease No of regional WHs and to shift goods operations of Central WHs only

METRO CASH AND CARRY UKRAINE, KIEV
Stock availability in the result of av. 96-97% was achieved due to:
Monthly control of Suppliers scorecards (order fulfilment, punctuality on Supplier level). ABC analysis of the results and further actions implementation to improve the results: switching to centralized deliveries, delivery frequency/schedule change, negotiations with Buyng delt and common solution for Suppliers capacities and ordering needs, etc.
Suppliers penalties calculations and control of their issuing (to motivate Supplier to perform better results in order fulfilment and punctuality).
Joint business planning alignment with TOP-10 Suppliers for common actions to improve the scorecards results (For PG was found solution to use semi BBXD scheme. Such scheme allowed us to increased frequency up to 2 times per week, logistics cost decrease, plus stock availability)
Implementation of goods exit check at platform, which allowed us to decrease timing of goods getting to the shelves by 1 day (the goods at Stores were delivered directly to shelves)