Aleksandr Golovachev

Directing end-to-end indirect procurement lifecycle and category management
across Kazakhstan, Uzbekistan, and Kyrgyzstan for a leading European
pharmaceutical group. Full P&L accountability for regional indirect spend
including category strategy, vendor management, stakeholder management,
and team leadership.
▸ Category management across IT, Car Fleet, MICE, Media, Marketing, and
Business Travel — full RFQ/RFP/RFI ownership with structured spend
analysis and TCO-based decision framework
▸ Deployed Power BI procurement dashboard providing real-time spend
visibility, KPI tracking, and supplier performance analytics — enabling
data-driven stakeholder reporting to regional C-suite
▸ Standardized e-procurement tender procedures across 3 jurisdictions —
Kazakhstan, Uzbekistan, Kyrgyzstan — ensuring 100% policy compliance,
audit readiness, and supply chain governance
▸ Reduced Car Fleet Capex/Opex through strategic bundling and extended
lease forecasting — measurable TCO reduction with structured off-take
planning
▸ Revised MICE category strategy through panel optimization and RFP
consolidation — improved vendor management and cost efficiency across
multi-country events

Led the entire direct procurement function for electric rolling stock assembly
across a macro-region. Full accountability for supply chain management,
category strategy, vendor management, and financial procurement performance
for a team of 29 across 3 professional levels. Operated within active sanctions
environment requiring continuous crisis management, agile resourcing, and
supply chain risk mitigation.
▸ Delivered 18M EUR YOY savings through Best Cost Countries
procurement strategy — rigorous spend analysis identified 70% sourcing
shift to Asian suppliers; full RFQ/RFP vendor selection process executed
▸ Achieved 4M EUR margin improvement for lasting projects in FY2024
through contract negotiation, payment terms optimization (WW GPC
standard), and Capex value engineering
▸ First-ever 100% compliance with customer financial milestones — direct
result of structured KPI management, SLA governance, and proactive
supply chain risk management
▸ Maintained uninterrupted supply chain continuity under severe geopolitical
and sanctions pressure — applied anti-crisis vendor management,
alternative sourcing, and inventory strategy
▸ Led team of 29 procurement professionals (3 PMs, 3 PPMs, 23 buyers) —
zero headcount attrition across full tenure; full performance management
and work package evaluation per IFRS 15
▸ Overhauled contract management framework — migrated 100% of
supplier contracts to WW GPC standard payment terms, improving
working capital and reducing financial risk

Managed direct procurement of powertrain and chassis components —
electronic and mechanical — for VinFast EV programs in a high-pressure,
resource-constrained international environment. Led international purchasing
team through cash flow crisis while maintaining SOP milestone delivery.
▸ Maintained SOP milestone delivery for VFe-5, VFe-6, and VFe-34s EV
platforms despite acute cash flow constraints — applied trilateral supply
agreements as anti-crisis procurement mechanism
▸ Vendor management and cost reduction through strategic supplier
relationship management and product group development across
electronic and powertrain component categories

Managed 2B RUB direct procurement budget covering full raw material scope
— wood and components — for manufacturing operations. Led team of 10
supply chain specialists, logisticians, and auditors. Full category management
ownership including spend analysis, supplier development, budgeting, and
sustainable sourcing strategy.
▸ Developed and executed category management strategy growing supplier
panel 30% YOY — structured RFQ/RFP process, vendor onboarding, and
KPI-based supplier performance management
▸ Achieved 100% FSC renewable and sustainable wood sourcing target —
full supply chain traceability from remote forest sourcing areas to
production input; developed railway logistics routes to optimize logistics
spend
▸ Implemented responsible sourcing policy across supplier base —
sustainability KPIs embedded in vendor management and SLA
frameworks in alignment with IKEA global procurement & IWAY policy
▸ Delivered annual, quarterly, and monthly procurement forecasting — full
budget management and spend analysis discipline across 2B RUB
portfolio

Managed 2B RUB direct procurement portfolio across powertrain product group
— electronic components, mechanical parts, and assemblies — for production
sites across Russia, Asia, and Europe. Led team of up to 15 buyers. Full
category management, global vendor management, and procurement strategy
ownership within one of the worlds largest automotive alliances.
▸ Delivered consistent 8% YOY procurement efficiency improvement over 7
years through structured category management, spend analysis and
optimization, and strategic sourcing discipline
▸ Increased localization rate to 40% of total category spend — systematic
supplier development, RFQ/RFP process execution, and vendor
qualification across domestic and international supply base
▸ Led Monozukuri continuous improvement activities — 180M RUB product
optimization effect in single fiscal year through value engineering and
cross-functional stakeholder management
▸ Built global supplier network across Russia, Asia, and Europe — managed
worldwide vendor relationships, organized export flows, and executed Best
Cost Countries sourcing strategy
▸ Managed just-in-time delivery performance to production sites — KPI
governance across full supplier base with zero tolerance for production
downtime

MRO and indirect procurement for production equipment, spare parts, and
consumables in an automotive Tier 1 supplier environment.
▸ Zero production downtime maintained through proactive supply chain
management and vendor management of critical spare parts and MRO
categories
▸ Built customs brokerage operational framework — supply chain
compliance, import documentation, and localization of equipment parts
reducing Capex spend