Turnover ~ 1 billion €
4 DC’s with 1000 employees
4500 containers inbound of fruit and vegetables from overseas/p.a.
Daily serve of all german Rewe DC’s with fruit and vegetables
200 employees in production
Responsible for the most efficient use of all DC’s incl. planning and coordination between the 4 DC’s in order to become best in class cost structure
Develop and implement standardized processes across all DC‘s
Implent reporting system with expressive KPI‘s
Analyze and streamline processes
Analyze and launch efficient organisation structure
Strong support in reduction of production cost and reduction of stock level
Lead, develop and coach 4 DC leader
Develop blueprint for new landscape for Fresh Solutions for Europe
Restructuring project
Project scope:
14 factories in Germany
6 external warehouses
ca. 1200 SKU’s
3 different sales- und product segments
ca. 1,4 mio to product moves
end to end Supply Chain optimization
logistics purchasing optimization (4 different transport areas)
development of concept for CO² reduction
inhouse goods flow optimization
restructuring and close of different logistics locations (from local Logistics to central Supply Chain)
streamline processes in Operations
member of german executive board part of Nordic Capital (private equity)
Restructuring and Development of new global Supply Chain strategy with significant economic impact and unique Supply Chain feature (from local logistics to global Supply Chain)
Development of new assembly line for used cells, notebooks, PC’s etc.
Development of new global strategic sourcing strategy with significant economic impact on purchase costs
Global responsibility for all production/logistics sites around the globe (GMP rules) (US, Japan, Russia, Ukraine, UK, Belgium, Germany, Swiss)
Successful integration of several M&A’s globally
Global responsibility for >190 m$ purchase volume
Global responsibility for medical device production
Set up global demand and supply planning process
Development of global contingency plan for operations
6 direct reports and 150 indirect
Allocation of medical device production globally based on requirements
Set up new production/supply chain fulfillment center for all US and close and integrate 7 sites in Supply Chain fulfillment US center
Close 4 production/logistics sites in EU and integrate them into one center for EU/Asia
Transition from local logistics to global Supply Chain structure and organization
Set up global procurement organization with strategic sourcing strategy
Ensure global service level >98%
Cost reduction program
member of the German management Board of Wessanen organic food
Revenues: € 5,2 billion
550 FTE
member of EMEA executive board Business: hand tools and electrical device Revenues: $ 13 billion Direct report to VP Operations in the US
Supply Chain and Purchasing for 60.000 SKUs (incl. ~ 10.000 SKU’s on MTO) with sourcing 75% from Asia, 10% from USA, 15% from Europe
Managing the sourcing process including supplier management, supplier selection and evaluation
Optimization of the NPD process
Development of investment plan for all plants for the budget
Lead of continuous improvement process in own plants and with third party suppliers
Set up and optimization of S&OP and ESOP process
Significant increase of Service level from 79.2% to 93.2% within 18 months with parallel reduction of European DC’s from 5 to 3 sites
Increase of forecast accuracy from 66.1% to 86.7% within 18 months
Launch of expressive dashboard
Anticipation of seasonal effects (Chinese new year, plant holidays, bank holidays etc.)
Reduction of inefficient complexity in plants
Significant reduction of working capital
Implementation of new route to market process
Development of new Supply Chain structure and organization
Preparing VMI process upstream and downstream
Implementation of consignment stock
Support of due diligence process in M&A in Europe
Group: Celesio, Stuttgart Business: Logistics Provider (Health Care and Life Sciene) Revenues: approx. € 200 million in 2010
Operations Europe (warehousing, transports, IT validation, quality, procurement, M&A and postponement) (GMP rules)
Regional P&L responsibility for 4 countries (France, Denmark, Slovakia and CZ)
Team members across Europe > 1000 employees with 12 direct reports
Reach high and ambitious budget targets in the region
Restructuring of the operations process in UK
Lead of cost saving program across Europe
Build a European operations community and share best practices
Challenge operations team to reach “best in class” goal
Create and launch a proper European end to end supply chain solution
Development of business model blueprint
Define Movianto Group Europe operations and quality KPIs
Approve and monitor local country projects, investments, restructure projects and go live of new key clients
member of management Board Danone DACH Group Danone, Paris Business: Dairy Products, FMCG Public Company, 110.000 employees Revenues: € 13 billion in 2009
Logistics, customer service, procurement and supply/demand planning, production planning
4 direct reports, 26 team members
Moving volume ~ 500.000 tons/p.a., budget 55 Mio €
Implementation of new production allocation rules for German plants
Significant reduction of raws and packs stock
Lot size optimization on the production lines thru advanced production planning process
Implementation of tailor-made MRP process
Launch of advanced S&OP process
Optimization and coordination of production allocation across all plants in terms of efficiency and significant reduction of complexity
Coach of the improvement process owner in the plants
Development of logistics strategy plan for Germany, Switzerland and Greece
Lead of change management projects
Build up new supply chain structure from the scratch in Switzerland including launch of SAP R3
Launch of cost variance analysis in operations
Tender management for raws and packs, transports and warehouse operations for Northern Europe
Build up new supply chain team
Team member of European SC projects (Russia, Poland, and Northern Europe)
Development of pooling concept with non-competitor
Relationship management with works council
Relationship management with suppliers and clients
Best in class in AIB Audit (security, quality and hygiene audit) for plants and warehouses within Group Danone worldwide
Winner of ECR Best Practice Award 2007
member of management board Austria and Slovenia Group Danone, Paris Business: Dairy Products, FMCG Public Company, 110.000 employees Revenues: € 13 billion in 2009
Logistics, customer service, procurement and supply/demand planning
3 direct reports, 38 team members
Moving volume ~ 40.000 tons/p.a., budget 8 Mio €
Launch of sales and operations planning process
Implementation of efficient SKU management
Build up new supply chain structure from the scratch in Slovenia
Extension of customer collaboration for VMI and CPFR processes from 32% to 80% by volume
Group: Tibbett and Britten Business: Logistics Provider (3PL)
member of management board Germany Group Bongrain, Paris Business: Cheese, FMCG Public Company, 90.000 employees Revenues: € 9 billion in 2009
Logistics, customer service, procurement and supply/demand planning
Launching of SAP R/3 within 6 months, key user for modules MM and SD
Efficient finished good flow in inbounds with 25 French, 2 Spanish and 2 Italian plants
Improvement projects in the plants
Establishment of new expressive logistic controlling system for 7 sales divisions
Development of strategy and concept for new warehouse location with service level increase and cost savings
Group Danone, Paris Business: Dairy, FMCG Public Company, 110.000 employees Revenues: € 13 billion in 2009
Group Ferrero Business: Sweet Products, FMCG Privatly Owned Company, 45.000 employees Revenues: € 9 billion in 2009
private owend dairy company; Revenues: approx. € 200 million
Division Health Care
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