Commercial supply chain & operations
I make the cost of serving a customer visible, then bring it down without the customer noticing anything except better delivery. Cash out of inventory, margin out of contracts, and an operation that holds when the volume doubles.
Krzysztof GilewskiWarsaw area, PolandEnglish C2 · Polish native
Seven numbers. Each one delivered in a named role, with a team, in a real company — and each one still true if you ring the company and ask.
Hover or tap a cell
Released from excess inventory across several markets — forecasting rebuilt, stock reallocated between supply sources, shortages and surpluses managed deliberately instead of reactively.
Taken out with a model built by channel, route and customer, then used to decide where volume goes. Not a one-off tender saving — a permanent change in how the network is loaded.
Eliminated by redesigning packaging specifications across 15 SKUs with commercial and operations. Less material bought, less air shipped, same product on the doorstep.
Operating standards, decision rights and performance routines established across a global network, replacing ten locally invented ways of working with something comparable and auditable.
Manual reporting replaced with Power BI dashboards and exception alerts. Deviations surface the day they happen rather than in next month’s pack.
A management team built and developed — master data in Poland, planning in the United States and South Korea — with objectives, development plans and succession.
A 20-person team running the full order cycle across seven European markets: entry, fulfilment, delivery, returns and the customer service behind all of it.
Growth has a supply chain. If serving the next customer costs more than serving the last one, the top line grows and the business does not. Every role here sat against a customer, a contract or a margin.
Long before the planning and the freight, the work was the customer: enquiries answered, dates and terms committed, domestic and export orders carried from first contact through to delivery. Industrial buyers dealt with me directly — which teaches you quickly that a promise made in a meeting becomes somebody’s problem in a warehouse.
Contracts and annual terms negotiated with carriers, third-party logistics providers and retail chains — covering service, payment conditions and the terms that move margin, not only the unit rate.
A model by channel, route and customer is not a reporting exercise. It decided where volume was placed, which customers were served which way, and where ten per cent of logistics cost came out.
Scaling breaks the companies that improvise it. One operating model across more than ten sites, capacity planned against promotional and seasonal peaks, new products taken from launch plan to shelf — so volume can double without the service falling over.
Service levels, delivery performance and returns owned across seven markets, with partner standards tied to what the customer actually experienced — and a twenty-person team answering for it.
Four leaks come up again and again, and each of them quietly caps how far a business can scale. I have closed all four in a real operation, with a number or a scope attached.
Too much of what nobody wants, too little of what sells. I rebuild the forecast, segment the inventory and reallocate between sources — and the cash comes back.
Logistics spend that rises with volume and resists every "optimisation". I model cost to serve by channel, route and customer, then use it to decide where volume goes.
Ten locations, ten ways of working, no comparable numbers. I set the standards, the decision rights and the rhythm, then put the data on a dashboard so deviations surface the same day.
Orders that stall, deliveries that fail, returns nobody owns. I take the order cycle end to end — entry, fulfilment, delivery, returns — hold the carriers to it, and tie partner performance to what the customer actually experiences.
Sales promises. Operations deliver. S&OP — SIOP in the companies that call it that — is the monthly meeting where those two stop guessing about each other and agree one number. Run it properly and growth is planned; run it badly and growth is a surprise that costs money.
Statistical forecast challenged with commercial: promotions, launches, listings, seasonality. Accuracy and bias from last cycle on the table, not in a drawer.
Can the plants, the suppliers and the warehouses actually carry it? Capacity, lead times and inventory targets against the demand just agreed.
Where demand beats supply, somebody has to choose. Allocation by market, channel and customer — and the cost or the revenue of each option made explicit.
One consensus forecast, the gap to plan quantified, decisions taken and owned. Finance can forecast the quarter from it.
Not a tour of industries — time spent inside each one, with the scars to prove it.
Owned the direct-to-consumer order cycle across seven European markets — order entry and validation, fulfilment, delivery, returns and the customer service behind it — leading a 20-person team and holding 3PL partners to delivery KPIs.
Material master and reference data governed in SAP S/4HANA and SAP MDG, operating standards and performance routines across 10+ manufacturing and distribution sites, and planning managers led in the United States and South Korea.
Supplying retail from the brand side: demand planning and allocation by market and channel, promotions and launches forecast with commercial teams, and cost to serve modelled by channel, route and customer.
From a plant floor in Włocławek to a global team spanning three time zones. The direction has been consistent: closer to the decisions that set cost and service.
Six head offices, four time zones, one inbox. Working to a head office on another continent is not a line on a CV — it is a habit you either have or you do not.
Five job titles, four disciplines. More than half of the career sits in logistics and transport — the half where cost and customer service are decided.
Not a tour. Each one deep enough to know where the money and the complaints come from.
Moderna · pharmaceuticals · Warsaw, global scope
Seven managers across three continents. Operating standards and performance routines across 10+ sites. Material master and reference data governed in SAP S/4HANA and MDG. Continuous improvement and automation delivered with IT, from pilot to scaled adoption.
Jacobs Douwe Egberts · FMCG · Warsaw / Kaunas / Poznań
A 3PL and carrier network across four countries — tenders, contracts, SLAs, KPIs. Logistics budget owned, with cost forecasting, variance analysis and delivered savings. Escalation point when service failed, with root cause and a corrective plan.
Philips · consumer electronics · Warsaw / Amsterdam
A 20-person team and the whole order cycle in seven European markets — entry, fulfilment, delivery, returns and the customer on the other end of it. Partner quality standards tied to what the customer actually experienced.
Coty · FMCG · Warsaw
Demand forecasting and supply planning at SKU level across several markets. The monthly cycle run with commercial, operations and finance to a consensus forecast. Promotions and launches forecast, shortages and excess managed, accuracy measured and acted on.
Indorama · manufacturing · Włocławek
Production timelines, stock availability and sales commitments held against confirmed order dates. Commercial promises aligned with plant capacity and material availability. Domestic and export orders end to end, documentation included.
Everything here has been done in a role.
Most supply chain people cover one link. Here is where I have actually held the pen, and where I worked alongside the people who did.
Demand forecasting, supply planning, master scheduling and capacity, inventory targets.
Supplier selection, tenders, contracts and terms, raw material and services purchasing.
Production timelines held against confirmed order dates, with the plant and its planners.
Warehousing, transport, 3PL performance, cross-border shipments and customs documentation.
Returns and reverse logistics, failed deliveries, escalations and the customer behind them.
Seven managers, three countries, two disciplines — managers of teams, not individual contributors.
Measured on the Common European Framework, A1 to C2.
Breadth is easy to claim and hard to show. This is the same record, turned sideways: every function against every employer, with nothing marked that was not actually done there.
| IndoramaManufacturing | CotyFMCG | PhilipsE-commerce | JDEFMCG logistics | ModernaPharma | |
|---|---|---|---|---|---|
| Demand & supply planning | |||||
| S&OP / SIOP cycle | — | ||||
| Warehousing | — | — | — | ||
| Transport & carriers | — | — | |||
| Sales & commercial | — | ||||
| Customer & order cycle | — | — | |||
| Purchasing | — | — | |||
| Team leadership | — | ||||
| Data, KPIs & reporting | — | ||||
| Process & change | — |
Owned the function Worked in it, owned by anotherScroll sideways on a narrow screen
Three industries I have not worked in, and the honest reason the machinery is the same. A date that cannot move, kit that has to be there before the people are, borders in between and a supplier who will miss it unless somebody is holding them to it — that is one job description wearing three different jackets.
A Grand Prix calendar is the hardest delivery schedule in logistics: the lights go out whether the freight landed or not. Cross-border movements every fortnight, carnets and customs, a fixed kit list, sea freight sets running months ahead of the air freight set, and the whole thing reversed within hours of the chequered flag. I have run cross-border shipments, customs documentation and carrier escalations against dates that could not move — the stakes are different, the mechanics are not.
Multi-site operations with a service standard, supplier contracts renegotiated every year, demand that peaks by season and by event, and a cost line that has to come down without the guest ever feeling it. Cost per occupied room is cost to serve wearing a different name, and I have built that model by channel, route and customer and then used it to decide where the volume goes.
Moving people, equipment and inventory between cities on a published calendar, with one escalation point when a supplier fails at nine in the evening. Capacity planned against peaks, partners held to agreed standards, the whole flow reversed after the last night. I have led the team that owned the delivery, the returns and the customer on the other end of it across seven markets.
Said plainly: I have not worked in motorsport, hotels or touring. What I have done is hold suppliers, customs and a factory to a date that someone else had already promised a customer — several hundred times.
Recruiters and sourcing tools look for titles and terms, not prose. Everything listed here is something I have done or a role the record supports — set out plainly so the right search finds the right person.
Postgraduate, Logistics and Supply Chain Management
SGH Warsaw School of Economics
MA, International Relations
Civitas University, Warsaw
Warsaw area, Poland
Open to relocation
Available at short notice
Hybrid or on-site
Production processes
Cost optimisation in logistics
Excel in logistics: tools and analysis
Project management
Building partnership with the client
Open to senior operations & supply chain leadership
+48 783 263 426 · gilewskikrzysztof@gmail.com