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Operational management in the FMCG (Fast-Moving Consumer Goods) sector, as well as in any industry, plays a key role in ensuring efficiency and competitiveness in the market.

Key aspects of this process include supply chain optimization, quality management, cost control, and innovations in production processes.

Effective operational management requires close collaboration between departments: from procurement, through production, to distribution. The use of modern technologies, such as automation and data analysis, allows for quicker responses to changing market needs and minimizes waste.

Additionally, monitoring key performance indicators (KPIs) is crucial for identifying areas that require improvement. Through these actions, companies can not only increase their efficiency but also enhance product quality, leading to customer satisfaction and brand loyalty.

Thus, modern operational management in the FMCG sector emphasizes flexibility, innovation, and continuous improvement, which are essential for maintaining competitive advantage.

Experience Includes:

  • Operational Management of an FMCG Company under Construction: As the Plant Director, responsibilities included hiring personnel and executing an investment involving over 20 individually managed tenders co-financed by PARP (80%) and meeting bank contract conditions.

  • Operational Management of an FMCG Company during a Restructuring Project with Financial Liquidity Issues (Factory Director): Tasks included conducting a targeted investment to replace machinery, ensuring operational efficiency during a logistics supplier change, relocating part of production, launching a new technological line, factory relayout, building a team, establishing a new competency matrix, and introducing a new incentive system.

  • Operational Management of a Heavy Industry Company during the Pandemic (Factory Director – Proxy): The task involved proposing and then executing an operational strategy that included key cost savings and optimization tasks using available Six Sigma methods and tools. These included implementing TPM in a key part of the plant, achieving a 30% waste reduction. Additionally, a competency matrix and new remuneration system were introduced. Significant accomplishments also included the development of a visual KPI monitoring system in production support departments and, most importantly, the improvement of health and safety standards through the introduction of LOTO procedures and layered audits. By initiating partial acceptances, continuously controlling the NCBiR investment process, and reorganizing the management model, a multi-million investment was successfully launched.

  • Management of Operational Tasks as Technical Director: Full responsibility for investments, maintenance, and health and safety in an investment project aimed at doubling production capacity in a foreign ceramic manufacturing plant.

  • Long-term Responsibility for Investment Implementation and Continuous Improvement (Six Sigma) and Maintenance in a Household Chemicals FMCG Factory.