Dmitry Lee

Dmitry Lee

Studies at:

IMD Business School

Location in:

Lausanne, Switzerland, Switzerland

Dmitry Lee

Dmitrys connections

Currently

Studies at:
IMD Business School
Location in:
Lausanne, Switzerland, Switzerland

Bio

13 years of experience in unstable environments. Orchestrated alignments among sales, marketing, supply chain, purchasing and finance resulting in manageable growth and capturing volatile demand. Led projects with suppliers and customers deriving mutual benefits. I believe that full potential of emerging markets can be realized through combination of smart ideas, organized cross-functional collaboration and adaptive leadership.

Dmitry has worked/studied in

  • Austria
  • Egypt
  • Russian Federation
  • Switzerland

Dmitry speaks

  • Russian
  • English

Dmitry has experience in

  • Consumer goods

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Work

2014 – present

MBA 2014 candidate

IMD Business School
2013
(Apr – Dec)

Head of Planning

The Coca-Cola Company
  • • Engaging different levels of sales, marketing, supply chain and key customers teams, fundamentally changed demand planning process, improving weekly forecast accuracy from 25% to 70%
  • • Decreased stock of raw materials from $16m to $12.5m through revised principles of contracting and improved collaboration between purchasing and planning
  • • Reduced accruals from $2m to less than $1m (i.e. company’s losses) initiating new calculation methods of reserves for inventory losses
  • • Managed nine subordinates, developed team ownership and partnership by encouraging cross-functional initiatives and better business understanding
2012
(Jul – Nov)

Planning manager

Kimberly-Clark
  • • Revealed gaps in business planning and initiated re-engineering of sales and operations planning (S&OP)
  • • Secured more stable and cheaper flow of import goods by improving sourcing base and customs processes
2010 – 2012

Head of Planning and Logistics

Henkel
  • • In harsh post-revolution conditions (lack of transportation, infrastructure and labor) successfully started operations in one month, a month earlier than the main competitor, enabling the company to achieve the year target even in such an adverse situation
  • • Enabled new level of marketing activities by organizing complex and large scale subcontracting jobs
  • • Improved customer service from 80% to 94% through implementation of sales and operations planning process (S&OP), closing gaps in information exchange and aligning cross-functional activities
  • • Initiated closing of two out of three distribution centers in the country, decreasing warehouse costs by over 30% and headcount by 20%, improving product availability and maintaining on-time delivery to customers
  • • Decreased headcount by 100 (60%) and truck loading time from 4 hours to 40 min while improving people safety by switching from ‘by-carton’ to palletized deliveries
2000 – 2010

Ending position: Head of Materials Management

Henkel
  • • Led implementation of SAP APO (a complex planning tool for supply networks), improving efficiency of the team and responsiveness of supply chain, reducing planning cycles from weeks to days
  • • Restructured a homogenous department of 13 into two groups, each specialized on finished goods or raw materials, improving, skills and performance in each area
  • • Reduced inventories by 15% ($2m), implementing vendors’ consignment, while maintaining availability
  • • Led integration in purchasing and planning of three plants (previously two separate companies) identifying synergies and optimizing composition of materials, manufacturing and logistics costs
  • • Established a backup supplier for strategic raw material, led co-investments project and kept prices stable despite 20% inflation
1997 – 1999

Son of founder

Family business (Frozen food)
  • Warehouse management, Customer service, Personnel.
  • Acted as owner when father was out of office.

Work

2014 – present

MBA 2014 candidate

IMD Business School
2013
(Apr – Dec)

Head of Planning

The Coca-Cola Company
  • • Engaging different levels of sales, marketing, supply chain and key customers teams, fundamentally changed demand planning process, improving weekly forecast accuracy from 25% to 70%
  • • Decreased stock of raw materials from $16m to $12.5m through revised principles of contracting and improved collaboration between purchasing and planning
  • • Reduced accruals from $2m to less than $1m (i.e. company’s losses) initiating new calculation methods of reserves for inventory losses
  • • Managed nine subordinates, developed team ownership and partnership by encouraging cross-functional initiatives and better business understanding
2012
(Jul – Nov)

Planning manager

Kimberly-Clark
  • • Revealed gaps in business planning and initiated re-engineering of sales and operations planning (S&OP)
  • • Secured more stable and cheaper flow of import goods by improving sourcing base and customs processes
2010 – 2012

Head of Planning and Logistics

Henkel
  • • In harsh post-revolution conditions (lack of transportation, infrastructure and labor) successfully started operations in one month, a month earlier than the main competitor, enabling the company to achieve the year target even in such an adverse situation
  • • Enabled new level of marketing activities by organizing complex and large scale subcontracting jobs
  • • Improved customer service from 80% to 94% through implementation of sales and operations planning process (S&OP), closing gaps in information exchange and aligning cross-functional activities
  • • Initiated closing of two out of three distribution centers in the country, decreasing warehouse costs by over 30% and headcount by 20%, improving product availability and maintaining on-time delivery to customers
  • • Decreased headcount by 100 (60%) and truck loading time from 4 hours to 40 min while improving people safety by switching from ‘by-carton’ to palletized deliveries
2000 – 2010

Ending position: Head of Materials Management

Henkel
  • • Led implementation of SAP APO (a complex planning tool for supply networks), improving efficiency of the team and responsiveness of supply chain, reducing planning cycles from weeks to days
  • • Restructured a homogenous department of 13 into two groups, each specialized on finished goods or raw materials, improving, skills and performance in each area
  • • Reduced inventories by 15% ($2m), implementing vendors’ consignment, while maintaining availability
  • • Led integration in purchasing and planning of three plants (previously two separate companies) identifying synergies and optimizing composition of materials, manufacturing and logistics costs
  • • Established a backup supplier for strategic raw material, led co-investments project and kept prices stable despite 20% inflation
1997 – 1999

Son of founder

Family business (Frozen food)
  • Warehouse management, Customer service, Personnel.
  • Acted as owner when father was out of office.

Education

2014

IMD Business School

Master of Business Administration (MBA)
1995 – 2000

Saint Petersburg State University of Engineering and Economics

Economist

Additional Info