Paul Ulyanov

End to end Supply chain and Track and trace outsourcing services.
Developing a personal AI project to optimize and outsource production load planning for interdependent manufacturing processes.

Key areas:

AI Demand Planning: Transition of forecasts to ML models (test: +35% accuracy)

Chestny ZNAK Analytics: Data extraction for BI reporting

Full T&T Outsourcing: Serialization + traceability "turnkey"

AI Transition: Gradual transfer of SCM processes to automation

Business result:
-25% OPEX | +25% EBITDA | Market Share +25% | Service Level 99% | sales loss = 0
Objectives:
Launch of medicinal product serialization "Chestny ZNAK" →
Full Supply Chain audit →
Digital transformation →
Organizational redesign to a flat structure (-30% FTE - middle management cut)

1. Transformation team building and full SCM audit
Assembled a cross-functional team (7+ specialists SCM/IT/Compliance)
Conducted an end-to-end supply chain audit: identified X bottlenecks, Y compliance risks, Z% redundant operations (confidential information not disclosed)
Prepared a full scope transformation roadmap report with priorities and Quick Wins

2. Launch of Track & Trace Platform - Serialization - Traceability

Implemented SAP ATTP + ECC + API integrations with Data HUB+3PL+CRPT
Process description + SOP documentation development
Development of a stress-resistant T&T platform (+25% market share, while competitors stumbled over serialization)
Introduced a model - Resolution of any T&T problems within 24 hours - 0% movement stoppages

3. EBITDA increase - Quick WINS - Business process redesign

Reduced import cycle from 5-7 days to 24 hours

Implementation of a sub-project of local marking at the Customs warehouse, increase in volume of deficit products - Bypassing sanctions risks, production constraints, increase EBITDA

S&OP Process establishment
Increased planning accuracy
Inventory reduction - liquidity release
Reduction of peak loads - stable freight flow (- OPEX)
Reduction of non-liquid stock level - fewer write-offs, reduction of direct losses

Direct distribution project for fast-moving products bypassing the warehouse (- OPEX)

Automation of manual processes - auto data uploads + sending to providers (scripts)

4. OPEX reduction - Organizational transformation → Flat structure

SCM redesign to a flat model: cut middle management by 30%, redistributed authorities

Automated 40% of manual operations (Python +Power Automate +Qlik Sense dashboards)

Founded and scaled the company's subsidiary in Dubai from a greenfield project to a profitable $50M
logistics and supply chain platform. Held full P&L responsibility while building and leading a
cross-cultural team of 30 to establish a dominant presence in the Middle East market.
Key Achievements:
Growth & Profitability: Drove the venture to an annual revenue of $50 million within 3 years,
achieving operational break-even in the first 12 months of trading by rapidly capturing market share
and optimizing the cost structure.
Supply Chain Architecture: Built and continuously optimized an end-to-end Russia-UAE supply chain
from the ground up. Through customs process reengineering and strategic partner management,
reduced total logistics costs by 18% and improved delivery timelines by 15%.
Full-Scale Market Entry: Orchestrated the complete market-entry project lifecycle: from legal entity
setup (LLC), international banking, and regulatory compliance to organizational design, hiring, and
cultural integration of a local team.
Operational Excellence: Implemented a balanced scorecard (KPI) system across all SCM functions,
enabling the consistent maintenance of a 99% service level while simultaneously reducing operational
costs by 12%.
Client-Centric Culture: Cultivated a high-performance, client-focused corporate culture, achieving a
92% customer satisfaction score (CSAT) and building a reputation for exceptional service.
Strategic Initiatives & Responsibilities:
Strategy & Operational Governance
Developed and executed the full market-entry strategy and roadmap, encompassing investment
modeling, licensing, and ensuring full compliance with local UAE regulations.
Held full P&L and operational budget accountability. Introduced rigorous monthly budget vs. actual
(plan-fact) analysis, improving financial forecasting accuracy by 25%.
Established a strategic planning and KPI framework that elevated sales plan execution consistency to
95%.

Angstrem is leading Russian Semiconductor Company that produces full range of products from
discrete components to high end microcontrollers and microprocessors. Solutions based on
Angstrem’s components are used in all areas of our lives
3000 employees
Led a full-scale operational transformation at a multi-stage manufacturing plant. Architected and
implemented an integrated operational management system that delivered a 15% EBITDA increase
(approx. 150 million RUB) by driving down operational costs and accelerating capital turnover
Key Achievements:
Throughput & Revenue Growth: Boosted overall production chain throughput by 30% by
systematically eliminating bottlenecks and implementing an order prioritization system, generating
~200 million RUB in incremental annual revenue.
Planning Process Excellence: Introduced a consolidated management accounting and S&OP model,
slashing operational plan consolidation time from 5 days to 1 day and improving production
forecasting accuracy from 65% to 92%.
Cost Leadership: Reduced Operational Expenditure (OPEX) by 20% through the optimization of
consumption rates, implementation of predictive quality control systems, and the reduction of non-productive equipment downtime.
Working Capital Optimization: Spearheaded the integration of the ERP system with S&OP processes,
creating a single source of truth for planning. This reduced Work-in-Progress (WIP) by 25% and freed
up significant working capital.
Operational Efficiency: Implemented a real-time OEE and KPI monitoring system with production
dashboards, increasing Overall Equipment Effectiveness by 15 percentage points within 12 months.
Inventory Management: Optimized raw material and finished goods inventory structures by
implementing advanced inventory management models, including safety stock optimization.
Reduced total inventory levels by 18% while maintaining a 99% service level, thereby releasing
liquidity.

In DRP Senior Executive role:

 All national replenishment management and control
 DC`s inventory control (stay in target range days of supply)
 DC warehouses stock projection & capacity control and monthly rewiev
 Warehouse Inbound operations planning
 Transit times and safety stock managenent
 Product cuts analitycs (National & regions)
 Weekly perfomance control (Casefill, Service level)
 Delivery approach evaluation (railroad, trucks, airfreight)
 Transport companies perfomance analysys, costs reducing
 New sku launches and preselling supplying
 Discontinuations preparing
 Orders processing control
 SAP Stock deployment control and adjustments
 SKU replacements control

In CBS Executive role:

 Master data management
 Production planning on source plants (Western Europe)
 National inventory OOS monitoring (for sourced SKU`s)
 Relaunches management (AW`s replacements and regulatory inf)
 Discontinuations management (Scrap costs reducing)
 ICO orders production & transit times control
 Reporting and overviews for other departments