Marek Głogowski

Reporting to Purchase and Logistics Director, managing 125 people, responsible for:
- planning of production , cutting, sorting, packing and transformation lines
- glass and auxiliary materials purchase
- finished goods storage and warehouse operations
- customer service
- distribution of finished goods into Polish and external markets
- cooperation with other Saint-Gobain factories and organisations
- logistics projects

The main achievements:
- efficient production planning
- implementation of Key Performance Indicators (KPI)
- warehouse production plans
- circle counting and new method for yearly inventory
- increase of productivity and efficiency of warehouse staff by 28%
- start up of new cutting line dedicated for automotive business
- targets for finished goods customer orders, casefill 99% and orderfill 97%
- reduction of warehouse damages by 30%
- implementation of safety rules - “Best practices”
- implementation of bar coding system
- delivery planning module
- implementation of new IT warehouse management system

Reported to company Chairman, supervised 25 people, responsible for modernization
and improvement of supply chain and material flow between company and suppliers, customers and within company. Focus areas: material procurement, planning processes, warehousing, materials movement, delivery of raw materials from suppliers and delivery of finished gods
to customers, procedures and processes.

The main achievement:
Project delivered and completed

Reported to Chairman, managed 160 people, responsible for:
- inventory and materials planning
- material procurement
- inbound and outbound logistics
- warehousing and material handling
- incoming inspection
- business units supply chain (material buying, customer forecast, production planning)
- new projects implementation
- suppliers management
- system development

The main achievements:
- stock on supplier side, lead time reduced to 2 – 5 days, inventor value reduced by 20%
- successful EU accession
- implementation of daily meetings between planning and production to challenge the figures
- raw material inventory level reduction by 35% - the most expensive materials / suppliers into HUB
- inventory turnover increase 8 => 13
- selection and implementation of dedicated forwarders
- created one custom clearance team
- modification of warehouse operation – KPI, efficiency increased by 18%

2003 Project manager

Reported to Supply Chain Director, Board Member, managed 20 people, responsible for implementation of Unilever National Distribution Centre (one distribution centre instead of three regional ones) and EDI communication between Unilever and key customers

The main achievements:
Successful implementation.

2000 – 2003 Project manager

Reported to Supply Chain Director and Finance Director, Board Members, managed 25 people,
responsible for SAP implementation, modules:
- logistics,
- inventory management,
- production,
- planning,
- quality and warehouse management across three divisions (Foods and Beverages, Home and Personal Care, Ice Cream).

The main achievement
Project successfully delivered and completed

1993 – 2000 Physical Logistics Manager

Reported to Supply Chain Director, Board Member, managed 75 people, responsible for:
- production and material requirement planning
- proper operation of finished products Distribution Centre
- transport and distribution of finished goods for national and foreign markets
- customer service
- buying, transport, storage and delivery to production row and packaging materials
- import of finished products
- collaboration with third party co-packers
- cooperation with internal and external customers and suppliers
- negotiations with external suppliers
- customs clearance

The main achievements:
- production of some packaging movement from Germany into Poland, cost reduction by 15%
- crude oils transport directly from Rotterdam port to Katowice factory, cost reduction by 8%.
- change of crude oils suppliers from West Europe into Asian, Central and East European one (developing countries) to get duty and tax free deliveries, cost reduction t 15%
- deliveries of refined oils from local suppliers., cost reduction by 11%
- implementation of Minimum Order Quantity and Economical Batch Quantity saving 9%
- JIT deliveries of raw and packaging materials, inventory cost reduced by 16%
- right production order to reduce number of change over, saving 8%
- finished goods stock cover assignment, inventory cost reduced by 21%
- launching of Unilever National Distribution Centre instead of three regional ones, saving 13%
- reduction of transport companies from 8 into 2, open book cost calculation
- number of raw, pack warehouses reduced, saving 35%
- reduction of co-packers from 7 into 2.
- casefill and orderfill targets for finished goods customer orders.
- customer delivery target 75% in 24 hrs and 25% in 48 hrs.
- targets for primary and secondary distribution cost and warehousing cost, yearly saving 9%

I was engaged for supervision of operation and maintenance at the sea water desalination plant.

Responsible for supervision of final equipment erection stage, start-up and guarantee operation process.

I was engaged for supervision at the test-run and start-up works and maintenance of installation in Utilities Department

Senior specialist in the New Technique and Treatment Department

Assistant in the chemical laboratory