Member of the executive board (budget: low double-digit €m / warehouse revenue: triple-digit €m / >150 FTE)
Leadership, motivation and further development of employees
Definition and design of the tBM supply chain structure for development and implementation of a sustainably successful supply chain
Increasing supply chain efficiency to improve logistics quality and reliability while reducing costs
Managing goods and information flows to ensure cost-optimized, timely, qualitatively and quantitatively flawless product availability
Setting targets, deriving measures and tracking actions for process improvement and inventory optimization
Review of IT prerequisites (WMS) for their contribution to operational processes – deriving improvement measures
Control of operational management of all service providers used and continuous improvement of service contracts regarding scope of services, quality and costs
Continuous monitoring and reporting of relevant KPIs (logistics controlling)
Leadership and implementation of the "In-House Logistics" project
Analysis, optimization and implementation of internal logistics processes; 130,000 sqm across 10 different halls; complexity reduction
Service level increase to >98%; use of a disposition tool
Integration of approx. 150 employees from Rewe Group
Procurement of new warehouse space in collaboration with the real estate department; sustainable cost level
Reduction of service provider contracts by 40%
May 2012 - Oct 2012
6 months
Düsseldorf, Germany
Principal – Project Leader
Kerkhoff Consulting GmbH
Project management in purchasing and supply chain management at mid-sized FMCG companies and in the rail sector
Process mapping and optimization
Market analysis and selection of alternative suppliers
Analysis and optimization of product categories
Definition and implementation of new purchasing and SCM processes at the client
Purchasing negotiations at international level
Analysis, optimization and implementation of new process design; reducing lead time between order receipt and delivery
Reduction of purchasing volume by 5 to 15% through category analysis and selection of alternative suppliers
Jan 2011 - Jan 2013
1 year 1 month
Neuss, Germany
Supply Chain Management Consultant
BL Consulting
Project support and consulting
Preparation and conducting of training sessions
Establishment of the SCM department at Wiesberg Consulting Group
Preparation of tenders
Jul 2001 - Dec 2011
10 years 6 months
Düsseldorf, Germany
Supply Chain Management Director
Schwarzkopf & Henkel GmbH - Henkel AG & Co. KGaA
Member of executive management (budget: low double-digit €m / 50 FTE / 4 senior staff as direct reports)
Leadership, motivation and development of employees
Development, conceptualization and definition of the national SCM strategy in alignment with executive management strategy
Continuous adaptation to and utilization of market developments
Participation in the international supply chain management strategy
Representation of national interests, initiation of further developments and process optimizations within the international supply chain strategy
Design, establishment and monitoring of a key performance indicator system (KPI) to achieve targets
Planning and controlling the supply chain budget for transport, warehousing and personnel
Definition of demand planning (forecast) and net requirements at national level considering cash net working capital targets
Ensuring and optimizing customer satisfaction within supply chain management for materials management (S&OP), master data, supply side logistics and order to cash processes
Consulting and support of key account management
Coordination of the German IT strategy in the areas of Business Warehouse, SAP R/3 and CRM software
Participation in and management of various international and national projects in co-packing, logistic allowance system, planning tool
Inventory reduction by 35% while increasing service level to >98%
Optimization of delivery routes to trade; reduction of drop points by 70% in 5 years
Expansion and structuring of the SCM department; recruitment through hi-po concept
Integration of co-packing activities in the central warehouse; savings in the single-digit €m range
Complexity analysis: revenue, weighted distribution, lot size vs. reach, contribution margin; assortment rationalization, SKU count optimization and improvement of CNWC
Warehouse process analysis; special measures vs. standardization; cost reduction of more than 10%
Feb 1999 - Jun 2001
2 years 5 months
Düsseldorf, Germany
Supply Chain Manager (Senior Manager)
Schwarzkopf & Henkel GmbH - Henkel AG & Co. KGaA
(budget in the mid double-digit €m range – 30 FTE)
Management of the areas sales and net requirements planning (triple-digit €m revenue), order processing and customer complaints, supply side management and master data
Process owner of the interface central logistics and European production
Analysis and optimization of the logistics process
Implementations: reduction of inventories by 35% while increasing service level
Mar 1997 - Jan 1999
1 year 11 months
Stuttgart, Germany
Head of Purchasing Technology and Services
Birkel Sonnen Bassermann Nahrungsmittel GmbH, Danone Gruppe
(1 assistant / guideline authority over 3 purchasers)
Reorganization of the purchasing technology and services department
Assumption of new purchasing areas such as production investments and services (e.g. co-packing, agencies, printing firms, industrial cleaning)
Preparation and negotiation of purchase contracts
Optimization and classification of purchasing technology
Jan 1996 - Feb 1997
1 year 2 months
Stuttgart, Germany
Head of Inventory Management and Information Processes, Logistics Projects
Birkel Sonnen Bassermann Nahrungsmittel GmbH, Danone Gruppe
Project manager ECR (Efficient Consumer Response)
Project manager EAN-128 code
Management and enforcement of a consulting study to improve the distribution system and operational organization
Logistics controlling
Oct 1994 - Dec 1995
1 year 3 months
Stuttgart, Germany
Head of Logistics Controlling
Birkel Sonnen Bassermann Nahrungsmittel GmbH, Danone Gruppe
Rationalization study within the DANONE group
Creation and control of the logistics budget (transport and warehousing areas / double-digit €m budget)
Development of a new logistics concept / requirements specification (outsourcing of central warehouses)
Acting head of logistics (6 months)
Development of basic, key and early warning data for logistics
Establishment of the reporting system of BSB within the logistics directorate reporting for DANONE in France
Jul 1992 - Sep 1994
2 years 3 months
Düsseldorf, Germany
Logistics Project Manager
Johnson & Johnson GmbH
Management of the Ouroumoff consulting firm's study to increase transparency of the distribution flow
Project management of an internal European working group to define the regulation of intercompany goods flow
Definition of manufacturing and logistics metrics to monitor performance and development
Implementation, commissioning and control of a procedure for managing product information flow (introductions, changes, promotions)
Apr 1990 - Jun 1992
2 years 3 months
Paris, France
Head of Logistics Department (Chef du service logistique)
Support as an expert in supply chain management at a well-known consulting firm
Preparation of the pitch on portfolio optimization for a large German FMCG food manufacturer
Development of a concept to reduce complexity costs through portfolio breadth
Creating transparency to what extent individual products or services to retailers (e.g. displays or mixed cases) cause internal complexity or costs (e.g. through picking)
Assessment of further savings potential through harmonization or adjustment of products or the entire portfolio
Consulting in optimization of demand forecasting including derivation of production capacities and production planning based on forecast
Consulting in general optimization of supply chain and logistics processes at FMCG manufacturers with focus on the German market
Expert assessment regarding timeline, setup and deliverables of the project from an SCM perspective
Frankfurt am Main, Germany
Interim Manager / Consultant
Leading manufacturer of household and small electrical appliances
Group with more than 33,000 employees worldwide and turnover of over €6 B
Implementation and establishment of a supply chain transformation for better customer focus
Establishment of forecasting and supply processes in the new setting for the DACH region
Design and implementation of process optimizations in the sense of continuous improvement
Driving and managing launched projects to improve SC processes and workflows in close cooperation with the business, corporate supply chain and business units
Monthly presentation of the forecast to the executive board
Preparation and in-depth analysis of detailed reporting of relevant metrics and current opportunities and risks
Leading the planning team and embodying team spirit – mentoring and coaching employees
Ongoing optimization of inventory planning and product availability for the DACH markets considering seasonal and regional fluctuations
Very close cooperation with logistics, customer service center, sales and marketing
Weißenthurm, Germany
Plant Supply Chain Manager
Leading manufacturer of sustainable recyclable metal packaging
Group with more than 8,000 employees worldwide and turnover of approx. $3 B
Full responsibility as plant supply chain manager: planning – disposition – logistics – inside sales – master data
Close collaboration with and support of the plant manager in daily operations – as deputy
Preparatory and process-assuring tasks to ensure smooth start when filling/reeplacing the position
Management of challenging specific delivery situation including direct quick decisions and immediate implementation of effective measures
Improvement of on-time in-full delivery performance (OTIF)
Analysis of the current ordering process: contract – PO – order book – planning method – production – delivery
Analysis of working methods and workload of SCM staff: what they do and how they do it
Suggestions for improvements and solutions on how to organize, staff and coach
Implementation of daily performance management standup meeting
Definition of clear instructions and guidelines for the SCM team
Coaching of employees
Paris, France
Director SCM DACH
Food company (FMCG)
In a globally renowned, internationally operating food company (FMCG) with over 100,000 employees worldwide across various business areas.
Director SCM DACH, acting as member of the executive board
Strategic orientation and development of SCM DACH area
Active participation in the European implementation of the S&OP process
Conceptualization, establishment and monitoring of a key performance indicator system (KPI)
Team building/ leadership, motivation and development of employees (26 FTE, 4 direct reports)
Close cooperation with production plants and logistics partners
Leadership in various international and national cost saving projects in the double-digit €m range
Düsseldorf, Germany
Key member of the DACH team for the 2020 budget and PMO
Food company (FMCG)
In a multinational company with over 20,000 employees in 33 countries.
Key member of the DACH team responsible for the 2020 budget and PMO.
Review of existing structures in the supply chain budgeting process and creation of role clarity and assignment
Stabilization of the budgeting process and creation of comprehensive transparency in the 2020 budgeting process in collaboration with operations, finance and controlling teams
Conducting a thorough objective as-is analysis of the existing supply chain budgeting process and implementing improvements in processes (operations and finance) in the DACH logistics area
Defining an interim solution for the calculation of logistics costs in relation to product price calculation prior to SAP integration
Monthly review of actual costs versus budget in supply chain and implementing necessary corrective measures in collaboration with logistics, finance and sales teams
Berlin, Germany
Interim Manager / Consultant
Food company (Start-up)
Producing agricultural products for gastronomy in the city without sun and soil.
Leading workshops
Assessment of the key dimensions of supply chain management
Structured capture of the as-is situation
Definition of relevant KPIs and dashboards
Alignment with growth strategy
Short-, medium- and long-term measures (organization, people)
Definition of structured work packages
Preparation for digitalization stages
Coaching
Aachen, Germany
Interim Manager / Consultant
Mid-sized company in the food sector
Implementation and leadership of the holistic S&OP process
Creation and continuous improvement of the KPI system including reporting to monitor supply chain management performance
Identification and implementation of process improvements regarding cost savings and complexity reduction
Further development and optimization of supply chain management
Project management of smaller projects within the field (e.g. HR: profile and interface adjustment)
Targeted and motivating leadership and development of the team, coaching of employees
Close collaboration with internal and external stakeholders to ensure optimal delivery capability
Initiation and leadership of strategic projects, such as digitalization, process optimization, etc.
Preparation and validation of board presentations
Chartres, France
Interim Manager / Consultant
Dairy industry
In the subsidiary of a third generation French family-owned company (FMCG) with over 7,000 employees worldwide
Complete reorganization of supply chain in the plant from atomized to central responsibility
Definition, implementation and control of a new approach (NPI – New Product Introduction) for managing product launches, changes and promotions
Review and new definition of meeting structures – utilization analysis for participants
Development of a concept for managing key B2B customers
B2B contract review and design
Support in the introduction of a new forecasting tool
Coordination of various international projects with focus on integration into corporate concept
Development and leadership of an S&OP meeting
Development of business case for value engineering initiatives
Product transfer analysis within the industrial production network
Coaching of HR department regarding the new SCM organization (including works council discussions)
Coaching of employees in change management process
Summary
Over 30 years of experience in FMCG, DIY and food sectors at corporate and mid-sized companies in industry, trade and consulting
Sustainable performance improvement as member of executive management at companies with €500 M to €3 B revenue; expertise in inventory, cost and process optimization
Long-standing experience in leading employees; up to 150 staff in matrix organizations
Successful design of supply chain structures for development and implementation of sustainable efficient supply chains and complexity reduction
High social competence/ leadership/ pragmatic hands-on character
Languages
French
Native
English
Advanced
German
Advanced
Education
Oct 1982 - Jun 1985
Ecole de la Chambre de Commerce et d'Industrie de Paris – ECCIP
Diploma of Specialization in Logistics Techniques and International Trade Procedures · Logistics Techniques and International Trade Procedures · Paris, France
Chambre de Commerce et d'Industrie de Paris – ECCIP
Baccalaureate in Commercial Techniques and Management · Commercial Techniques and Management · Paris, France
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