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EZO grupa d.o.o.
- Executive manager
2011 - 2012
Obligations, right and responsibilitie's to the founder in all like GM. Preparation of plan and strategy of performance at the local market. Conclusion of contracts with major parties. Plan of development and preparation of quarterly and annual budgets. Work on formation of all price lists of services and post/sale services. Work on formation of all price lists of services and post/sale services. Formation of the manner of reporting and monitoring of the work of each sector. Work on operative and financial reports to the founder. Implementation of new inovative solutions in company managing..
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Irpetrol d.o.o.
- Advisor
2011 - maintenant
Development of the medium-term strategy. Implementation of new organisation solutions according medium-term strategy.Medium-term investment planing. Development of new products in accordance with the demands of the market. Monitoring on operative and financial reports to the founder.
Work on formation of all price lists of services and post/sale services. Work on formation of all price lists of services and post/sale services. Formation of the manner of reporting and monitoring of the work of each sector.
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LAGERMAX-AED d.o.o.
- General manager
2007 - 2009
Development of the newly established company. Selection of candidates. Division of operation by activity sectors. Organisation of work of all the sectors (logistics, combined international transport, local transport, customs clearance, sales, finances, IT, back office). Development and construction
own logistics subsystems in hub and logistic centers (staff, fleets, storage capacities, reloading machinery etc.) based on ‘’Make or buy’’ and ‘’Outsourcing partnership’’ strategy. Development of several logistic centers (Niš, Čačak, Novi Sad, Novi Pazar, Subotica). Implementation of modern logistic technology (WMS). Logistic potentials: storage space, over 20.000 m2; over 12.000 pallet place’s; over 85 employee’s; over 100 transport vehicles. Preparation of plan and strategy of performance at the local market. Conclusion of contracts with major parties. Plan of development and preparation of quarterly and annual budgets. Work on formation of all price lists of services and post/sale services. Formation of the manner of reporting and monitoring of the work of each sector. Work on operative and financial reports to the founder.
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LAGERMAX TIMESPED d.o.o.
- General manager
2005 - 2009
Participation in purchase of land, preparation of tenders for contractors, supervision and design of construction of the logistic centre of 20,000 m2 in two stages, one of which has been completed (10,000 m2). Providing of credit from abroad, financing of interim and final certificates of payment. Obtaining the approvals for construction and utilisation permit. Coordination of work with the contractor, supervisory authority and design engineers. Preparation of quarterly and annual budgets. Work on operative and financial reports to the founder.
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DPD d.o.o.
- General manager
2004 - 2010
Development of the newly established joint venture company. Selection of candidates. Division of operation by activity sectors. Organisation of work of all sectors for the purpose of operative work in accordance with the undertaken obligations under the signed franchise contract with DPD GmbH Aschaffenburg, Germany (logistics, international transport, local transport, customs clearance, sales, finances, IT, back office). Development and construction own logistics subsystems in hub and depo’s (staff, fleets, storage capacities, reloading machinery etc.). Development of several logistic centers (Niš, Čačak, Novi Sad, Novi Pazar, Subotica). Implementation of modern logistic technology especialy developed for parcel business developed by DPD Germany. Logistic potentials: storage space, over 5.000 m2; over 35 employee’s; over 150 transport vehicles. Work on formation of all price lists of services and post-sale services. Development of new products in accordance with the demands of the market. Participation in various trainings abroad in the field of marketing and sale. Formation and organisation of work of branch business units (7). Conclusion of contracts with major parties. Plan of development and preparation of quarterly and annual budgets. Formation of the manner of reporting and monitoring of work of sectors. Work on operational and financial reports to the founder.
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RODIC M&B
- Executive manager
1997 - 2004
Management, organization and control of work of the business unit covering wholesale (FMCG), retail sale (‘’Mega-market’’) (FMCG), catering facility and exchange office. Altogether 141 employees. Negotiations with suppliers (480). Organisation and supervision of work of sectors of purchase, accounting, retail trade, wholesale and cash office. Coordination with suppliers in creating marketing and promotional activities in supermarket. Preparation of sale and pricing strategy on the local market. Reporting to the founder.
