Dirk Lambrecht Management Consulting

• Key challenges: reducing logistics costs in competitive markets through innovative concepts.
• Achievements: cost reduction by retendering all transports across various European supply lanes.
• Implementation of an innovative warehousing and transport concept for coldset inks in the UK market.
• Results achieved:
• Increased delivery flexibility.
• Reduced transportation costs.
• Reduced inventory risks (aging).

• Products: solvent-based and UV-curable inks.
• Ensured safe plant operation and on-time, quality-compliant fulfillment of customer orders.
• Led staff in production, maintenance, planning and finished goods warehouse.
• Conducted safety and maintenance audits to identify gaps and risks.
• Developed and justified investment projects to eliminate the backlog of safety-related investments and maintenance.
• Created a capacity planning tool to manage staffing needs more effectively.
• Established an EHS training system.

Successes:

• Stabilized order fulfillment.
• Stabilized leadership.
• Increased operational safety through staff training and necessary maintenance measures and investments.
• Successfully initiated several forward-looking investment projects.

• Products: In-house manufacturing: rubber power transmission elements (V-belts, timing belts, ribbed belts, …) Trading products – mainly V and timing pulleys.
• Range size: over 30,000 items.
• Delivery service and inventory across the entire Arntz-Optibelt Group.
• Short-, medium- and long-term capacity management and rough-cut production planning for all six plants.
• Central supply control to the group's distribution warehouses.
• Finished goods warehouse at the Höxter site.
• Securing strong and rapid sales growth through continuous optimization of logistics structures, including integrating new production sites in Romania and China.
• "Interim Processes Project Manager" (as preparatory measures for the successful rollout of a new ERP system - SAP) for all Arntz Optibelt Group companies located at the Höxter site.
• Successfully completed subprojects:
• Change management in the affected departments.
• Development and implementation of rolling demand planning for raw materials and intermediates.
• Increased cost transparency in the company through improved posting discipline and master data.
• Key challenges: High complexity from both the range breadth and the number of customer segments served (very heterogeneous service and delivery requirements) combined with low standardization of processing procedures.
• High demands on delivery service to be met (spare parts business).
• High volume and complexity of projects in a very tight schedule.
• Change management within the SAP project in a very rigid organization.

• Products: passenger car tires.
• Short- and medium-term demand and capacity planning for the European passenger car tire sites.
• Responsible for product availability during the closure of the tire plant in Newbridge (UK).

• Products: passenger car tires.
• Production planning for two tire plants, including provisioning and capacity planning for seasonal products.
• Leading a cross-departmental, internationally staffed project team to develop a requirements specification for integrated sales and production planning based on SAP.

• Award: Honor Medal of the Bundeswehr in Bronze