Evgeny Romakin

• Global Sourcing Strategies: Leading Global Strategic Sourcing team of 20 in the U.S., EU and Asia building Supply Chain and Category Strategies using 7-step sourcing and Should-Cost to save 5-10% on $6Bn+ spend for Mega-projects such as $500Bn NEOM.
• Supply Chain | Procurement Transformation: Developing Global Category strategies and S&OP for equipment and material including Machinery, Mechanical, Electrical, Electronics, Automation, MRO, CapEx, Raw Chemical Commodities, Specialty Chemicals, PPE, Manufacturing, IT, Logistics, Construction Capital Projects, Innovative Technologies to get the best Total Cost of Ownership.
• Supplier Relationship Management and Contracts: developing Supply Chain SRM program including QBRs, scorecards and contracts to secure uninterrupted supply of strategic components or service completion while improving suppliers' performance on safety, quality, on-time delivery and pricing. Managing supplier qualification, supplier agreements and M&A with key equipment and service suppliers, and manufacturing. Driving an integrated long-term supplier development and diversity approach with strategic suppliers globally.

• Sourcing | Supply Chain Transformation: Developing Global Sourcing and Supply Chain strategies including 7-step Sourcing, Should-Cost and inventory analysis to save 5-40% on over 20+ categories valued at over $750MM annually including Commodities, Specialties, Logistics, R&D, Innovative, CapEx/MRO, IT, Packaging, Contract Manufacturing, Logistics. Developing S&OP Plans, Contracts, MSA.
• Procurement Transformation: Changing Procurement from operational to a strategic partner with business and supply chain groups while building multi-year Procurement strategies based on global market analysis and market drivers. Applying multiple tools such as RFx with post-negotiations, clean sheets and benchmarking, developing price formulas to decrease the Total Cost of Ownership. Increased Working Capital for $35MM by optimizing payment terms, decreasing inventory, re-awarding business. SME on import/export.
• Global Reach | SRM: managing key suppliers BASF, Dow, Lyondell, Huntsman and developing global contracts and manufacturing MSAs. Led the $100MM Sole Source project across NA, EU, Asia to qualify alternative sources for over 100 commodities and specialties saving 10-45%. Led $120MM logistics project bidding for transportation and distribution saving 12%. Analytics/P2P process owner.
• Developing cross-functional collaboration ensuring results achieved, coaching team on the best-in-class sourcing practices while enabling robust communication and aligning procurement with business, plant manufacturing, R&D, QA, logistics, other stakeholders.

Sourcing Transformation: Built Category strategies across multiple projects. Tailored 7-step sourcing model and Should-Cost analysis
to save 10-49% on annual $600MM for CapEx, Automatics, Equipment, commodities, IT, Services. Removed single source limitations.
* Procurement Transformation: Developed long-term strategies in NA, EU and Asia. Aligning Procurement with WW Engineering for
company-wide Innovation, Construction, IT and P2P projects to save 5-10%. Developed AOP, MSA, Contracts, SLA, PPV, VA/VE.
* Negotiated local and international contracts while involving legal and engineering teams and consulting on import/export supply chain.
* Developed teams on finding alternative sources globally in the Best Cost Countries to save up to 50% on certain categories.

Procurement Transformation: Re-designed Procurement strategies to tap the full value of leveraging volumes across over 20 Raw
Material categories including forecasting industry trends and decomposing Total Cost of Ownership to identify the top drivers (Pareto
80:20), PPV, do RFx-bids, Contract negotiations to save 9% on $66MM annual spend including $14MM with minority owned suppliers.
* Sourcing Transformation: Tailored the 7-step Sourcing methodology to the company business concept including aggregating demand,
developing selection criteria, arranging RFx sourcing events from the best cost countries, evaluating feedstock impact, modeling Should-
Cost and re-negotiating prices to save $2.8MM on $34MM spend on specialties supplied to 34 plants in NA, EU, CA, MX annually.
* Developed outsourcing integrated solutions and alternate sourcing while observing KPI and standards compliance, optimizing
specifications, developing VA/VE reports, PPV and benchmarking prices using market intelligence and competition to save $1.2MM on
$28MM manufacturing contracts and MSA via VA/VE, subcontracting materials and bidding among the Raw material vendors.
* Increased Cash Networking Capital for $3.2MM annually by optimizing the inventory levels, improving payment terms, implementing
consignment, bidding for Services including IT analytics and P2P platform, setting Supplier Financing Program with JP Morgan Chase.
CASPIAN PIPELINE CONSORTIUM: shared by Chevron, ExxonMobil, Lukoil, Shell Moscow, Russia
$10Bn 1510 km pipeline transporting 67MM tons of oil annually

Global Transformation: Set up the ‘Center of Excellence’ and led the team of 9 to develop EPC strategies across 15 major CapEx,
Commodities and Services categories including project design, equipment, diesel, gas, additives, utilities, logistics, IT solutions;
developed universal bidding procedures with the post-bid negotiation, led projects due diligence, Kanban, developed AOP, MSA, SLA,
PPV, VA/VE.
* Project Sourcing Transformation: Designed global sourcing and procurement strategies for $5.6Bn Expansion project coaching the
cross-functional team of 12 on 7-step Sourcing for over 20 categories including equipment, spares, commodities and services, built TCO
and Should-Cost models, identified top cost drivers, benchmarked prices and managed RFx to save over $14MM on $270MM annually.
* Operations Procurement Transformation: Transformed operations procurement system through reengineering of bidding process and
re-assessing selection criteria, ERP implementation, demand management; led the team of 11 to source globally, develop key suppliers
and evaluate Total Cost of Ownership while managing service contracts for over $40MM annually with 11% savings across 5 regions.
* Led operations due diligence, eliminated operational bottlenecks, ensured alternative sources and implemented Kaizen supply chains
across the company to save 14%, transparency and effective performance on 6 logistics agreements valued at $26MM.
* Managed global lean-based supply and demand strategies to increase effectiveness for 20% within three years through stock
reduction and release of Networking Capital. Implemented regional Supplier Diversity programs to ensure their spend share of 15%.

$36Bn Fortune 500 Multinational Trading Company