Founder

Turn around three channel-specific customer service teams, call center, logistics, after sales service and customer care: defined KPIs, organization, processes and systems; recruited and integrated three direct reports in 12 months and filled six vacancies; introduced customer-back KPIs including OTIF and customer satisfaction

Design and implement on-time-in-full delivery management process; increased OTIF (Retail) from 85% to 94%; implementation plan to reach 98% in progress

Lead Salesforce implementation and adoption in Germany/Austria pilot country; achieved timely and complete go live without disruptions

Set up new call center and align operations with mission; completed contracting and implementation in six months; achieved 80% customer satisfaction

Introduce customer-driven S&OP across the entire group: developed and signed off S&OP concept; aligned 20+ stakeholders at EVP/VP/director level; established forecasting process within six months

Harmonize group practices to enable centralization and efficiency gains: delivered blueprints for forecasting, product costing and outsourcing management

Design and introduce “Process Ownership” organizational model; lead harmonization of Order-To-Cash and Sales & Operations Planning (S&OP)

Merge regional SCM organizations into a global structure and integrate customer service: completed organizational set-up in six months

Reduce customer order lead times: increased percentage of orders delivered in less than four weeks from 65% to 88%

Introduce IBP process and IT solution (EUR 5 mil CapEx) and design process for new line qualification: introduced S&OP in six months; delivered business case for IBP solution to Board in 12 months

Lead merger with Linpac (EUR 0.6 bn) and split into three divisions: designed and implemented organization in six months; approved budget for new division

Capture post-merger cost synergies in packaging and logistics: identified and delivered approximately 10% savings

Sell internal logistics company and implement “Customs Preference Management”: successfully delivered projects

Build group logistics, planning, outsourcing and inventory management: delivered and approved organizational design in three months

Implement forecasting process and IT solution: delivered design in two months; went live in five months

Launch inventory reduction program: set targets and governance in place in three months

Own group SCM budget and set targets for countries; track performance: increased indirect logistics flow from 45% to 50% in two years; improved master data accuracy from 62% to 69%

Design and launch program to reduce stock by EUR 1 bn: piloted, launched and handed over program to each country

Develop SCM processes, IT tools and organization: network design; warehouse and logistics flow optimization; product traceability; promotions management; order and inventory management; supplier relationship management

Validate investment proposals for new store openings

SCM: identify and deliver 30% SCM cost reduction in Consumer Electronics, 30% inventory reduction in Specialty Chemicals, and prove +15% OTIF with S&OP and optimized OTC in Food

Procurement: identify 15% post-merger synergies and achieve 10% savings with Group Procurement in Aerospace & Defense; achieve 3% spend reduction in Retail and 10% in Specialty Chemicals

Operations: identify +3% EBIT with Lean in DIY Retail; deliver 12% cost reduction with Lean in Shipbuilding; identify 25% cost reduction with production network optimization in Food