Steliean Bogdan-Gabriel

• Managed Central & Eastern Europe operations, overseeing country managers across Germany, Baltics, Poland, Austria, and others, with a €300M+ turnover.
• Led P&L management across the region, optimizing financial performance and cost control.
• Developed and implemented a procurement strategy, achieving €1.5M+ cost savings in 2024.
• Revamped tendering & pricing strategies, doubling the hit rate with customers and driving double-digit growth.
• Implemented lean methodologies to streamline operations, enhancing efficiency and operational excellence.
• Decentralized P&L at the team level, empowering team leaders to act as business owners for their corridors.
• Strengthened data quality processes, enabling proactive bottleneck identification and improved decision-making.
• Led digital transformation initiatives, automating key operational workflows, enhancing data-driven decision-making, and improving efficiency across the region.

• Launched the operational office in Romania, following a six-month onboarding in Poland with six colleagues to immerse in company culture and growth strategy.
• Scaled the team from 7 employees (April 2023) to +70 employees (2025), driving rapid organizational growth.
• Led revenue expansion to €29.5M by EOY 2024, achieving the highest growth in the group.
• Established two Centers of Excellence in Romania, specializing in Automotive Logistics, High-Value Goods, and Pharma.
• Founded the Shared Operational Service in Romania, serving the entire group and replacing BPO needs to enhance efficiency and cost-effectiveness.(~€1M/year in cost reduction)

P&L and Warehouse Management Responsibilities:

• Led and coordinated road transport operations in Romania for cargo-partner, overseeing international and domestic transport activities.
• Developed and implemented product strategy for the European and Romanian transport markets, aligning with business growth objectives.
• Managed the cargo-partner road division, operating across three locations, covering full truckload (FTL), partial load (LTL) (Non-Terminal based), and groupage transport (Terminal-based).
• Owned full P&L responsibility for the road and rail transport division, ensuring cost control, revenue growth, and profitability.
• Oversaw warehouse operations as an integrated part of the road & rail transport product, optimizing storage, distribution, cross-dock and supply chain efficiency.
• Streamlined logistics processes to enhance service delivery, reduce costs, and improve overall operational performance.

• Taking over the position of Manager of the Purchasing department, that was previously held 8 years by one the most experienced senior managers in the company, I had the chance to put my expertise and my energy to good use, to create, implement and coordinate a new business strategy for the Romanian subsidiary of DHL Freight
• Main achievements include coordinating to deliver complex initiatives that ensured double digits revenue and margin growth YOY for DHL through:
• Business development: After 3 months I've proposed, and after that implemented, a new business development process
• After several years of stagnation or small increase in DHL Romania, the new process brought an increase of revenue of 21% in 2018 and 39% in 2019
• Also I've implemented new programs and technologies as Track and Trace system, e-auction platform, electronic quality platform for transport vendors, and other smaller ideas
• Cost saving policy: New purchasing process based on e-auction that brought an increase in cost saving budget (overachieved objectives in 2018 and 2019)
• Also this new process enhanced collaboration between departments (Sales, Pricing and Operations)
• Brand ambassador at logistic, transport and supply chain events and conferences
• Facilitator (trainer): I am the trainer/facilitator in DHL Romania of DHL RO employees and managers in special programs as: 'Certified Freight Specialist' and 'Certified Freight Manager'
• This are both, 2 days programs that aim to prepare and teach employees and managers to improve their customer centricity and to develop their skills

• I was promoted in the company as senior buyer at the HQ of GEFCO Romania, and after 3 months period of induction I've begin to negotiate and lead tenders (for general goods and transport services)
• In the 2 years that I've had in this position, I've developed my soft and hard skill in procurement
• As a Senior Buyer, I had the chance to:
• Improve the tender process (cost saving):
• I've improved by redesigning the sourcing part for the e-auctions of GEFCO by constructing a new data base for vendors
• Also in 2017 after a Project management course that I've graduated, I've proposed and implemented a new tender process that was based on project management (lean six sigma)
• This new process proved to be very effective and improved greatly GEFCO's cost saving policy
• Cost saving proposals: I've made regular analysis on costs, and proposed cost saving solutions;
• Stakeholder management, including Senior Management: i acted as binder between departments (Operations, sales, pricing)
• Lead the way: I've coordinated and designed a new supply chain solution for the distribution of goods in Romania (Less than truck load 0-1500Kg)
• This new solution improved greatly the cost of this product

• Company Overview: Vlamir Consulting is a small company, that is specialized in environment protection consultancy
• I was responsible for collecting and analyzing data collected with specific instruments, and also sending them for lab analysis
• After the retrieval of the lab results, conclusion are drafted and communicated
• Vlamir Consulting is a small company, that is specialized in environment protection consultancy

• I was in charge of the coordination of the operational activities of national transport in the Bucharest agency of GEFCO Romania
• In the two year period I've developed my skills in supply chain
• Among most relevant achievements is the development of the national transport product
• After two years the national transport product, doubled in revenue, margin and number of files
• This was achieved by the development of existing clients and by bringing new big clients in GEFCO's portfolio (FMCG and automotive)
• Customer centricity, proactivity, and a good level of logistic service quality was the key for this

• I was employed in the temperature controlled transport department of Yussen Logistics
• Yussen acts as an externalization of supply chain for two major retailers
• This was for me my first full time employment and I developed a solid set of skills in supply chain
• Planning of transport routes: on daily basis I've created the transport plan for controlled temperature goods for two major retailers
• This two retailers had more than 60 hypermarkets in Romania and daily more than 2000 pallets we're transported on 3 different temperatures
• Coordination of the managed fleet: dispatching the routes to the 60 trucks that we're in the fleet of Yussen
• The additional routes that we're not covered by the fleet we're subcontracted to external hauliers on spot basis
• Multi-tasking under pressure: while handling various customer request, and creating the transport plan based on real time data, I engaged with several IT systems and programs as: Transport Management System, Warehouse Management System, client systems (SAP) and other app