February 2022 – July 2025: NIPIGAZ JSC (SIBUR Holding)
Largest Russian engineering center, ranked among the world's top 100. Specializes in project management, design, and supply for large industrial facilities. 50+ years in the market, 100+ projects implemented in the oil and gas industry, 4,500+ employees
Position: Deputy Director of MTO (materials)
Position: Management of a department of 95+ employees. Procurement budget of up to 30+ billion rubles per year.
Tasks:
- Transformation of the organizational design of the function, internal and cross-functional business processes, taking into account the multiple increase in volumes and controlled product groups
- Updating the function's strategy: developing procurement, contract, and resource strategies for the division during periods of sharp changes in market conditions and the negative impact of foreign policy and economic factors
- Operational management of the MTO portfolio of projects in the NG area of responsibility
- Reduction of transaction and financial costs through digitalization and automation of business processes
- Team formation and development. Adaptation of the team and management system to high external turbulence
- Improving KPI performance, with a focus on timely delivery, reducing procurement costs, maintaining quality, and managing risks
- Development of NG-controlled procurement in China
Results, achievements (some data subject to NDA):
- In 6 months, I reorganized the function: centralized management by bringing together project office staff. I identified 7 functional areas and formed a back office with 50% outsourcing. I normalized internal and cross-functional processes
- Formulated an MTO policy for 8 subsidiaries with a procurement budget of 50+ billion rubles: technical requirements, selection approaches and methodologies, benchmarks, contract binding, expediting, inspection supervision, change management, working with comments, working with risks. Implemented a policy for all data deliveries to subsidiaries in the holding
- Updated procurement and contract strategies with a focus on the simultaneous implementation of three major investment projects with a total budget of >1 trillion rubles and transferred to the management of the holding's central purchasing department: consolidation of needs, management of raw material costs, development of competition, strategic partnership agreements and price fixing for the holding's projects, purchasing decisions with a gradation of approval of deviations, reservation of production capacities under penalty sanctions
- Digitized and stabilized indicators and reporting on key MTO operating metrics: deadlines – 90% of deliveries within the standard time frame, cost – 20% savings from the budget, quality – 95% without quality comments from the quality control department
- As an internal IT customer, developed and implemented six new software complexes, which reduced manual labor in a number of business processes by 50%.
- Updated the resource strategy, taking into account the transition to project portfolio management from a central function. Updated and restructured the team, introduced systematic training, individual performance reviews, and second numbers for key employees. Implemented a transparent system of additional incentives linked to KPI functions.
- Concluded 15+ strategic agreements with key raw material producers for 3 controlled NG
- In 4 months, launched the supply of 2 new NG from China from scratch.
- This allowed (some data is under NDA):
- Take over management of 2 additional NG and successfully handle a 40% increase in supply volumes without a significant increase in staff. Together with the team, ensure 100% fulfillment of KPI functions for critical positions
- Ensure savings from the budget cost of purchasing individual NG units of ~2 billion rubles. Reduce delivery times by 15% by halving procurement times and reducing the volume of procurement procedures by 50%.
- Increase the number of suppliers involved by 3 times and the monthly supply volume by 2.5 times during a period of 200% growth in demand for products from the state defense order and other large investment projects. Increase the average period of supplier involvement in delivery to 24 months
- Reduce the negative impact of changes in the investment program and reprioritization of the construction program on the delivery times of controlled NG by 20%–50%
- Maintain a 2-month supply for construction work by balancing delivery times and costs, taking into account the actual construction readiness of projects and the available production capacity of suppliers
- Reduce the number of quality comments during acceptance inspections by 15%. Reduce the time required to address quality comments by 50%.
- Renew the team by 30% and increase engagement. Reduce turnover to ~3% without losing key employees
Participation in corporate projects (some data subject to NDA):
- "Industrial partnerships." Formation of a network of partners covering up to 80% of the raw material requirements for the production of purchased MTRs in order to reduce the risks of raw material shortages, quota allocation, and cost management
- "Supply of metal structures from China." Launch of complete delivery of metal structures (KMD, MK, RN, metal products) in three areas: delivery through EP suppliers, direct contracting with the manufacturer, and engagement of a specialized agent
- "Automation, robotization, AI in MTO." Predictive analytics, forecasting of delivery times and volumes based on technical audit data, historical data, and available production capacity
Implementation of construction projects:
- Amur Gas Processing Plant at the AGPP site. Budget: 1.5+ trillion rubles.
- Amur Gas Chemical Complex at the AGCC site. Budget: 800+ billion rubles.
- DGP-2 at the ZapSibNeftekhim site. Budget: 200+ billion rubles.
- "EBSM" at the Nizhnekamskneftekhim site. Budget: 180+ billion rubles.
- GEKSEN-1 at the Nizhnekamskneftekhim site. Budget: 23+ billion rubles.