Department: Production Planning
All According to Plan
In the group photo (from left to right): Anna Gruzdeva, Larisa Ponomareva, Sergey Bryzgalov, Daria Grozdanova, Svetlana Katkova, Danila Shutkov, Natalia Kurlygina, Hussein Bal, Anton Orlov, Natalia Mironova, Victoria Popova, Vera Komarovskaya, Svetlana Evlakhina, Anatoly Uzun, Sofia Bogdanova, Olga Serova
The importance of competent and precise production planning cannot be overstated. With a plan, you're like a conductor: you know when the violins come in (procurement), the drums (production), the trumpets (logistfoics). Everything on time, at the right tempo, and the final chord is a satisfied customer with a finished product.
Plans for the Expected, Prepare for the Unexpected
Hussein Bal
Director of Production Planning Department BEKO & IHP:
- Our main mission is to ensure that the right product ends up in the right place, at the right time, and in the right quantity for consumers, while ensuring operational efficiency and company profitability. We're essentially the central nervous system of the entire production process.
Our Forecasting Process
The foundation of the planning process is historical data on sales, production volumes, and inventory levels. Within the company, our main information source is the ERP system (SAP), along with our own statistics from the sales and marketing departments. For analyzing market trends, macroeconomic indicators, and competitor activity, we use external sources like GFK and others.
Risk management is in our DNA. We plan for the expected and prepare for the unexpected. Working hand in hand with procurement, we maintain duplicate supply sources for critical components and keep strategic safety stock. To handle demand fluctuations, we use scenario planning, creating "what if" models. We make monthly adjustments, but act immediately when needed.
We're actively adopting new technologies. Currently, we use SAP HANA — a sophisticated DRP system — and for advanced analytics and real-time dynamic dashboards, we leverage business intelligence tools like Power BI.
We're currently exploring and piloting artificial intelligence and machine learning algorithms in collaboration with our central supply chain team in Istanbul. We're investigating ways to improve demand forecasting accuracy and analyzing data to identify potential supply chain disruptions before they happen.
Hussein Bal
Director of Production Planning Department BEKO & IHP:
- Our main mission is to ensure that the right product ends up in the right place, at the right time, and in the right quantity for consumers, while ensuring operational efficiency and company profitability. We're essentially the central nervous system of the entire production process.
Our Forecasting Process
The foundation of the planning process is historical data on sales, production volumes, and inventory levels. Within the company, our main information source is the ERP system (SAP), along with our own statistics from the sales and marketing departments. For analyzing market trends, macroeconomic indicators, and competitor activity, we use external sources like GFK and others.
Risk management is in our DNA. We plan for the expected and prepare for the unexpected. Working hand in hand with procurement, we maintain duplicate supply sources for critical components and keep strategic safety stock. To handle demand fluctuations, we use scenario planning, creating "what if" models. We make monthly adjustments, but act immediately when needed.
We're actively adopting new technologies. Currently, we use SAP HANA — a sophisticated DRP system — and for advanced analytics and real-time dynamic dashboards, we leverage business intelligence tools like Power BI.
We're currently exploring and piloting artificial intelligence and machine learning algorithms in collaboration with our central supply chain team in Istanbul. We're investigating ways to improve demand forecasting accuracy and analyzing data to identify potential supply chain disruptions before they happen.
“
We're essentially the central nervous system of the entire production process.
The Planning Department Team
We have about 40 highly qualified specialists in the office and approximately 150 experienced warehouse staff handling internal logistics. A good planner needs both analytical and tactical skills. A deep understanding of statistical forecasting methods is our foundation. Equally important are strong communication and collaboration skills, since the planning department sits at the intersection between customers and production.
As for me, I strive to be a leader, not just a manager. Motivation comes from empowerment, purpose, and development. I give my team ownership over their areas of responsibility. We set ambitious goals and celebrate wins together. I make sure employees understand that each person's work directly impacts results. We invest significantly in our people through internal and external training — it's part of our corporate culture.
Every year our team delivers major projects. A couple of examples: Sergey Sundeev, head of the IHP internal logistics team, led a project to optimize our forklift fleet. By optimizing key metrics, we reduced our need for investment in forklifts and batteries by approximately 30%.
Another project was implemented at Beko LLC under the leadership of local planning manager Anatoly Uzun. He spearheaded the SAP warehouse model implementation. This project reduced our work-in-progress inventory by 45% and made material flow much more efficient.
We have about 40 highly qualified specialists in the office and approximately 150 experienced warehouse staff handling internal logistics. A good planner needs both analytical and tactical skills. A deep understanding of statistical forecasting methods is our foundation. Equally important are strong communication and collaboration skills, since the planning department sits at the intersection between customers and production.
As for me, I strive to be a leader, not just a manager. Motivation comes from empowerment, purpose, and development. I give my team ownership over their areas of responsibility. We set ambitious goals and celebrate wins together. I make sure employees understand that each person's work directly impacts results. We invest significantly in our people through internal and external training — it's part of our corporate culture.
Every year our team delivers major projects. A couple of examples: Sergey Sundeev, head of the IHP internal logistics team, led a project to optimize our forklift fleet. By optimizing key metrics, we reduced our need for investment in forklifts and batteries by approximately 30%.
Another project was implemented at Beko LLC under the leadership of local planning manager Anatoly Uzun. He spearheaded the SAP warehouse model implementation. This project reduced our work-in-progress inventory by 45% and made material flow much more efficient.
“
A deep understanding of statistical forecasting methods is our foundation.
Unity Is Our Strenght
Svetlana Katkova
Planning Department Manager:
- Our department handles finished product production planning. We get an order from sales, and then the long 'game' with suppliers begins. We work around the clock, balancing the factory's pace with supplier realities. Logistics is heavily dependent on external factors. The pandemic hit — a challenge: borders were closing, and we were scrambling for alternative suppliers. Sanctions were imposed — a new challenge: figuring out how to work around restrictions. We're always on the front lines because we know that keeping production running depends on our decisions.
We have a very dynamic and tight-knit team where everyone fits together like puzzle pieces. Everyone understands that we can only solve problems together. We've worked through the night, sometimes had to use connecting flights or deliver orders ourselves, but the main thing is everything arrived on time and the factory kept running.
Obviously, stress tolerance is essential for planners, but even more important is communication ability in all its forms, because 90% of successful planning is establishing effective cross-functional connections. A sense of humor is essential too — it's a great way to defuse tense situations and support colleagues. And you need an analytical mindset — no coincidence that many of our staff have physics and mathematics backgrounds.
Another important factor is intuition — a sixth sense where thanks to experience or mental processing, you can anticipate how things will unfold. This is crucial for properly handling emergencies and crises, calculating far-reaching consequences, and mapping out alternative plans. Naturally, intuition is usually found in experienced employees, but I always tell my team: you can't learn without making mistakes, so I encourage people not to be upset by setbacks but to analyze them, understand how to avoid similar issues in the future, and move forward — wiser and stronger.
We know how to adapt to constantly changing circumstances — we even expect them sometimes. For us, it's an opportunity to improve. It seems like we've weathered so many crises, each time you think everything's fine-tuned and you can relax, but a new challenge arrives as if saying: "You can do even better." And it always turns out we really can.
Svetlana Katkova
Planning Department Manager:
- Our department handles finished product production planning. We get an order from sales, and then the long 'game' with suppliers begins. We work around the clock, balancing the factory's pace with supplier realities. Logistics is heavily dependent on external factors. The pandemic hit — a challenge: borders were closing, and we were scrambling for alternative suppliers. Sanctions were imposed — a new challenge: figuring out how to work around restrictions. We're always on the front lines because we know that keeping production running depends on our decisions.
We have a very dynamic and tight-knit team where everyone fits together like puzzle pieces. Everyone understands that we can only solve problems together. We've worked through the night, sometimes had to use connecting flights or deliver orders ourselves, but the main thing is everything arrived on time and the factory kept running.
Obviously, stress tolerance is essential for planners, but even more important is communication ability in all its forms, because 90% of successful planning is establishing effective cross-functional connections. A sense of humor is essential too — it's a great way to defuse tense situations and support colleagues. And you need an analytical mindset — no coincidence that many of our staff have physics and mathematics backgrounds.
Another important factor is intuition — a sixth sense where thanks to experience or mental processing, you can anticipate how things will unfold. This is crucial for properly handling emergencies and crises, calculating far-reaching consequences, and mapping out alternative plans. Naturally, intuition is usually found in experienced employees, but I always tell my team: you can't learn without making mistakes, so I encourage people not to be upset by setbacks but to analyze them, understand how to avoid similar issues in the future, and move forward — wiser and stronger.
We know how to adapt to constantly changing circumstances — we even expect them sometimes. For us, it's an opportunity to improve. It seems like we've weathered so many crises, each time you think everything's fine-tuned and you can relax, but a new challenge arrives as if saying: "You can do even better." And it always turns out we really can.
Your problem Is Our Problem
Anatoly Uzun,
Head of Planning Group:
- I joined Beko in October 2014 as a specialist on the refrigerator assembly line. After some time in production, I accepted an offer to move to planning. I started working with import suppliers, then local suppliers and warehouse tasks were added, and in 2019 after restructuring, I became head of the planning group for local supplies and supervision of the raw materials warehouse. A big part of my time now goes to process improvement, managing force majeure situations — rapid changes in geopolitics and economics require non-standard solutions and approaches to planning and materials storage.
Anatoly Uzun,
Head of Planning Group:
- I joined Beko in October 2014 as a specialist on the refrigerator assembly line. After some time in production, I accepted an offer to move to planning. I started working with import suppliers, then local suppliers and warehouse tasks were added, and in 2019 after restructuring, I became head of the planning group for local supplies and supervision of the raw materials warehouse. A big part of my time now goes to process improvement, managing force majeure situations — rapid changes in geopolitics and economics require non-standard solutions and approaches to planning and materials storage.
“
We know how to adapt to constantly changing circumstances.
Many on our team also came from production. That's valuable because we really understand what each specific line needs. You'd think in the modern world it's easy to find alternatives for any parts, but each case has its own specifics. We have strict configuration approval systems — you can't just source something externally for the assembly line. We explore possible solutions and viable implementation paths, working with other departments — from procurement and R&D to technical development, audit, quality, and logistics.
Good planners need strong communication skills. My English and Turkish really help here. I often join communications with Turkish colleagues, which allows me to convey exactly what we need. This often significantly speeds up resolution times.
Our department's defining characteristic is that one person's problem becomes everyone's problem. That's how we tackle crises — together — and that unity is what our team is built on.
Good planners need strong communication skills. My English and Turkish really help here. I often join communications with Turkish colleagues, which allows me to convey exactly what we need. This often significantly speeds up resolution times.
Our department's defining characteristic is that one person's problem becomes everyone's problem. That's how we tackle crises — together — and that unity is what our team is built on.
Each of Us Is a Versatile Player
Sergey Bryzgalov,
Senior Planning Department Specialist:
- I've been at the Beko factory since 2007 — came straight out of university as an engineer on the refrigerator line, and two years later moved to planning. I jumped at the opportunity. It's interesting work—dealing with people, including foreign suppliers.
I'm drawn to the constant energy in this work. Planners need to stay sharp and ready to tackle challenges. When the pandemic hit, we managed to keep the factory running. Those same skills have been crucial in recent years with Russia under sanctions.
My portfolio includes both foreign and domestic suppliers. After years of experience, problems with my materials rarely occur. But we always have backup options, and if a supplier gets too demanding, we can find alternatives.
In our department, everyone handles their sector: local or foreign suppliers, spare parts for refrigerators or washing machines, etc. But each of us is a versatile player — we can easily cover for each other when needed.
Our team's biggest strength is responsiveness. Everyone's ready to help with a positive attitude toward all.
Sergey Bryzgalov,
Senior Planning Department Specialist:
- I've been at the Beko factory since 2007 — came straight out of university as an engineer on the refrigerator line, and two years later moved to planning. I jumped at the opportunity. It's interesting work—dealing with people, including foreign suppliers.
I'm drawn to the constant energy in this work. Planners need to stay sharp and ready to tackle challenges. When the pandemic hit, we managed to keep the factory running. Those same skills have been crucial in recent years with Russia under sanctions.
My portfolio includes both foreign and domestic suppliers. After years of experience, problems with my materials rarely occur. But we always have backup options, and if a supplier gets too demanding, we can find alternatives.
In our department, everyone handles their sector: local or foreign suppliers, spare parts for refrigerators or washing machines, etc. But each of us is a versatile player — we can easily cover for each other when needed.
Our team's biggest strength is responsiveness. Everyone's ready to help with a positive attitude toward all.
“
Planners need to stay sharp and ready to tackle challenges.
That's why we have virtually no turnover. New people join to cover new sectors as the factory grows and expands our product range.
We Care
Larisa Ponomareva
Planning Department Specialist:
The Beko factory is practically home for me — I've been here since 2006, when production was just launching. I started as an audit master in the washing machine lab, but by 2009 joined the planning department.
Our main goal is keeping production running, but we also need to manage stock — materials inventory.
Larisa Ponomareva
Planning Department Specialist:
The Beko factory is practically home for me — I've been here since 2006, when production was just launching. I started as an audit master in the washing machine lab, but by 2009 joined the planning department.
Our main goal is keeping production running, but we also need to manage stock — materials inventory.
“
Storing components costs serious money. Constant turnover is essential.
People unfamiliar with planning and production might ask: why not just fill the warehouse with a huge buffer of parts? But that's unprofitable: why should the company pay for materials that won't be needed soon or might not be needed at all. Plus, storage costs serious money. So, it's crucial to maintain constant component turnover. For example, I currently work with local suppliers literally within walking distance — stock here shouldn't exceed one to two days' supply.
I love my work. There's constant movement, new challenges, and our wonderful team. We've worked together so long we've become friends. We overcome every crisis together, like family, and it shows even in small things: colleagues never refuse to help, even when swamped themselves. We treat every task as shared, and our production never stops—because we care.
I love my work. There's constant movement, new challenges, and our wonderful team. We've worked together so long we've become friends. We overcome every crisis together, like family, and it shows even in small things: colleagues never refuse to help, even when swamped themselves. We treat every task as shared, and our production never stops—because we care.
The Ability to Negotiate Is an Art
Danila Shutkov,
Planning Department Specialist:
- In planning we calculate everything ahead, but production is a living organism that constantly changes, and we need to respond quickly and effectively. Ensuring stable material supplies for production requires negotiation skills, balancing company and supplier interests—it's a real art.
I've only been with the company a year. After graduating from Vladimir State University, I worked in railway logistics for two years. Then I saw a Beko vacancy, thought it looked interesting, and now I work with local suppliers of plastic parts for washing machines and refrigerators.
Danila Shutkov,
Planning Department Specialist:
- In planning we calculate everything ahead, but production is a living organism that constantly changes, and we need to respond quickly and effectively. Ensuring stable material supplies for production requires negotiation skills, balancing company and supplier interests—it's a real art.
I've only been with the company a year. After graduating from Vladimir State University, I worked in railway logistics for two years. Then I saw a Beko vacancy, thought it looked interesting, and now I work with local suppliers of plastic parts for washing machines and refrigerators.
“
The ability to negotiate, balancing company and supplier interests—it's a real art.
Recently, foreign suppliers were added to my responsibilities. There are specific nuances, planning horizons, and action plans involved. It's new territory for me, but I'm confident in the team's support. Everyone here has extensive knowledge and you can approach anyone for help. Even with basic questions, you're never turned down — this responsiveness and willingness to help is our department's greatest strength.
The Secrets of "Planning Magic"
Sofya Bogdanova
Planning Department Specialist:
I've been at the company for five years now. My mom was my gateway to Beko — she's worked here for 15 years in the service department call center. Work has truly become a second home for me. An international home, too, which I'm especially proud of. It's great working for a company with such great ambition and a wide range of challenges that almost every day brings situations we haven't encountered before. We're constantly optimizing stock levels, juggling flows from local and import suppliers, in constant contact with every department—the workday flies by!
Sofya Bogdanova
Planning Department Specialist:
I've been at the company for five years now. My mom was my gateway to Beko — she's worked here for 15 years in the service department call center. Work has truly become a second home for me. An international home, too, which I'm especially proud of. It's great working for a company with such great ambition and a wide range of challenges that almost every day brings situations we haven't encountered before. We're constantly optimizing stock levels, juggling flows from local and import suppliers, in constant contact with every department—the workday flies by!
“
Need to sharply ramp up production? No problem!
This pace and these constantly shifting challenges have given us so much experience that we're ready for almost any situation. Need to sharply ramp up production? No problem! Need to scale down? We're ready! A big part of this is that everyone on our team stays positive and supportive. We even have a saying: "Voice your problem, and you'll get help." Like in Harry Potter: "Help will always be given at Hogwarts to those who ask for it." It's the same with us, and that's exactly why our department can work 'magic.'
From left to right: Alexey Makhazonenko, Islam Bakasov, Evgeny Voronin, Anastasia Shevalovskaya, Sergey Brazhkin, Evgeniya Matveeva, Elena Tolchenova, Oksana Sergeeva, Akmal Vositov, Elena Eroshkina, Anatoly Uzun, Sergey Sarychev, Olga Serova, Marina Pecherskaya, Mumin Akbarov, Olga Kosolapova, Fakhraddin Rakhmanbergenov, Valentina Delizhuk, Azat Bakasov, Victoria Isaeva, Temirlan Soyuzbekov
The Warehouse Is a System
Olga Serova,
Warehouse Manager:
- When I first came to the Beko factory, I never imagined it would become my life. In 2011, a friend invited me just to tour the production facility, and I immediately fell in love with the factory. So, I applied right away. They brought me on as a storekeeper for non-conforming products, defects, and production waste, and over time I moved into a specialist role.
Olga Serova,
Warehouse Manager:
- When I first came to the Beko factory, I never imagined it would become my life. In 2011, a friend invited me just to tour the production facility, and I immediately fell in love with the factory. So, I applied right away. They brought me on as a storekeeper for non-conforming products, defects, and production waste, and over time I moved into a specialist role.
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People play the most crucial role in the warehouse.
At the end of 2020, I was appointed warehouse manager.
For many people, a warehouse is a black box where it seems nothing happens — just storing materials. But in reality, it's a complex system where people and their sense of responsibility play the most crucial role. You need to control deliveries, track placement, and solve countless other tasks. That's why working with people is so important. We've built relationships where we feel like one big family. Everything runs smoothly. Only through joint effort can we move forward, overcome obstacles, and grow.
For many people, a warehouse is a black box where it seems nothing happens — just storing materials. But in reality, it's a complex system where people and their sense of responsibility play the most crucial role. You need to control deliveries, track placement, and solve countless other tasks. That's why working with people is so important. We've built relationships where we feel like one big family. Everything runs smoothly. Only through joint effort can we move forward, overcome obstacles, and grow.
Working with People
Vera Komarovskaya,
Materials Warehouse Supervisor:
- I've been at Beko since 2022, but it feels like decades — I've gotten so attached to the team and factory. I started as a storekeeper receiving vehicles at the outdoor warehouse, and in 2024 I was recognized for professional achievements and contribution to the company's 2023 success, which included promotion to materials warehouse supervisor.
I should mention I didn't specifically choose this profession — during my job search, I found my way at Beko. After 15 years as a junior investigator in the Federal Penitentiary Service system, mainly working with paperwork, I wanted to work with people, in a team environment. At Beko I got exactly that.
Vera Komarovskaya,
Materials Warehouse Supervisor:
- I've been at Beko since 2022, but it feels like decades — I've gotten so attached to the team and factory. I started as a storekeeper receiving vehicles at the outdoor warehouse, and in 2024 I was recognized for professional achievements and contribution to the company's 2023 success, which included promotion to materials warehouse supervisor.
I should mention I didn't specifically choose this profession — during my job search, I found my way at Beko. After 15 years as a junior investigator in the Federal Penitentiary Service system, mainly working with paperwork, I wanted to work with people, in a team environment. At Beko I got exactly that.
“
We're essentially the central nervous system of the entire production process.
I don't like sitting still — I'm drawn to active work, and here there's the added bonus of a fun, friendly team. Sure, there are challenges and difficulties, but colleagues always help and support when needed.
While our processes run fairly smoothly, there's always room for improvement, and we're constantly optimizing. For example, this year they built us a new tent warehouse — a major achievement thanks to our manager Olga Serova. She always has our backs, constantly trying to improve and change things for the department's benefit. We follow her lead. I'm confident our work will only keep getting better.
While our processes run fairly smoothly, there's always room for improvement, and we're constantly optimizing. For example, this year they built us a new tent warehouse — a major achievement thanks to our manager Olga Serova. She always has our backs, constantly trying to improve and change things for the department's benefit. We follow her lead. I'm confident our work will only keep getting better.
© Beko 2024