Dirk Nold
Interim Manager Project Procurement for the new M4 plant in Dresden
Experience
Interim Manager Project Procurement for the new M4 plant in Dresden
Infineon Technologies AG (DAX 40 member)
Semiconductor/microcontroller manufacturer. Revenue €14.2 bn, 56 200 employees (2022).
- Procurement volume €1.25 bn, main categories CSA (Civil/Structural/Architectural) and MEP (Mechanical, Electrical, Plumbing) across > 100 tender packages
- Led a team of > 50 buyers & engineers from Infineon and the appointed general contractor
- Reporting on target achievement “in time & on budget”, escalation to top management
Interim Procurement Manager
Georg Menshen GmbH & Co. KG
Manufacturer of plastic closures for the FMCG/chemical industry. Revenue €238 m, 1 100 employees (2021).
- Procurement volume €126 m, 10 staff, sites in Germany, Serbia, Spain, USA, Mexico, China
- Current-state analysis of procurement organization/processes, development of realignment concept, approval by management
- Digitalization of ordering process (SAP purchase requisition mandatory, e-catalogs), setup of strategic procurement & KPI system, training & coaching of buyers
Interim Head of Procurement
Lausitz Energie Bergbau & Kraftwerke AG (LEAG)
Lignite mining & power plants, renewable energy. Revenue €2.0 bn, 7 400 employees (2021).
- Direct report to CFO, member of the extended executive board
- Procurement volume €840 m (2021), 50 staff, main categories: mechanical, electrical engineering, utilities, facility management, construction
- Realignment of procurement between coal phase-out vs. growth in new fields (PV, wind, battery storage, gas power plants)
- Cut red tape and sped up awarding process
- Achieved savings of 8%, increased e-auction rate from 4 to 11% / reduced direct award rate from 45 to 40% (by contract value)
- Managed procurement via monthly KPIs down to staff level
- Designed/launched an HR development program (category know-how/strategy, negotiation, conflict management)
Interim Manager Procurement Optimization
United Initiators GmbH
Manufacturer of organic peroxides, persulfates and hydrogen peroxide. Revenue €300 m, 700 employees (2020).
- Developed and implemented cost-saving measures in categories chemical raw materials, packaging, facility management and MRO
- Achieved savings: chemical raw materials 15% (through new suppliers), packaging 10%, facility management (through price renegotiation)
Project Lead Restructuring Procurement
Tier 1 Automotive Supplier under Insolvency Proceedings (confidential)
Revenue €200 m, 1 500 employees (2020).
- Ensured supply security, extended payment terms
- Renegotiated existing prices with top suppliers, achieved 8% savings on addressed procurement volume of €30 m
Vice President Global Procurement, Authorized Signatory
Wieland Werke AG
World-leading manufacturer of copper semi-finished products. Revenue €3.2 bn, 6 850 employees (FY18/19).
- Direct report to CEO, member of global leadership team, acting head of indirect procurement/non-production materials
- Global procurement volume excl. metals €520 m
- Built global procurement with 50 staff across 15+ plants (Germany, Austria, UK, Portugal, USA, Asia)
- Defined procurement policy & compliance monitoring system
- Implemented a unified supplier evaluation system
- Introduced IATF 16949-compliant processes for direct material
- Trained & coached department heads/strategic buyers, actively supported change process, outplacement of unsuitable staff
- Introduced integrated facility management supplier at all Germany/Austria sites
- Grew annual savings from €2 m (FY15/16) to €5.7 m (FY16/17) to €12.9 m (FY18/19), halved active suppliers in 2 years
- Increased operational procurement (P2P) productivity by > 30% via stepwise digitalization and automation (SAP PO mandatory, 25% e-catalog rate, auto PO)
Head of Central Procurement Germany
Wieland Werke AG
World-leading manufacturer of copper semi-finished products. Revenue €3.2 bn, 6 850 employees (FY18/19).
- German procurement volume excl. metals €225 m (main categories: Capex, MRO, energy, logistics, construction, facility management)
- Established central procurement as independent unit with 3 teams, 35 staff, separated strategic vs. operational procurement, introduced category management, started efficient user-friendly ordering processes/systems, set KPI targets & continuous performance monitoring
Department Head Procurement & Project Lead Procurement Optimization
Wieland Werke AG
World-leading manufacturer of copper semi-finished products. Revenue €3.2 bn, 6 850 employees (FY18/19).
- Current-state analysis of procurement organization/processes in Germany, developed centralization concept, approved by board
- Began process optimization with 4 plants and HQ
- Built SAP BI-based KPI system to analyze & optimize value contribution (S2C strategic procurement) and P2P process (operational procurement)
Project Manager “Procurement Potential Analysis”
Chemical Producer (confidential)
Revenue > €500 m, 1 000 employees (2015).
- Identified savings potential for direct and indirect materials
- Conducted best-practice based strengths & weaknesses analysis of procurement processes
Project Manager “Optimization of Professional Services Category”
Deutsche Börse AG
Stock exchange operations. Revenue €2.1 bn, 4 500 employees (2014).
- Process reengineering of procure-to-pay for professional services (IT consulting, management consulting, temporary staffing, > €250 m), documentation, training concept
- Led setup of procurement shared service center in Prague
- Ran tenders for IT and management consulting categories
Project Manager “Project One”
Viega GmbH & Co. KG
Manufacturer of heating & sanitary installation products. Revenue > €1 bn, > 3 500 employees (2013). Sites in Germany, Switzerland, USA, China.
- Managed merger of various procurement areas
- Redefined processes for project procurement and category management
- Established strategic procurement for turned parts (20% savings on €20 m), Capex, spare parts (30% savings on €10 m)
Project Lead “Procurement Potential Analysis”
Erwin Müller Group Holding AG
B2B mail order for hotel & catering supplies. Revenue > €150 m, > 750 employees (2013). Sales sites in France, Austria, Switzerland, Italy, Spain, Sweden, Netherlands.
- Revised procurement organization & processes
- Conducted savings workshops in categories furniture/porcelain/apparel
Interim Head of Project Procurement, Vacancy Cover
Tier 1 Automotive Supplier (confidential)
(Electronics, controls, interior trim). Revenue > €2 bn, > 40 000 employees (2013). Sites in Europe, Americas, Asia.
- Managed 10 staff across > 50 active development projects
- Close collaboration with supplier management (SQA, SQD, global sourcing)
Interim Head of Global Procurement & Supplier Quality, Management Team Member, Authorized Signatory
Valmet Automotive
Tier 1 supplier for convertible roof development/production and contract manufacturing for the auto industry (Mercedes A-Class). Revenue > €200 m, 1 600 employees (2013), 3 plants (Germany, Poland, Finland), sourcing office in Shanghai.
- Procurement volume €150 m (main categories: hydraulic systems, stamped/turned/ forged parts, seals, machinery, MRO, facility management, temp staffing, all production materials for Mercedes A-Class)
- Managed 70 staff (36 buyers, 34 supplier quality)
- Separated strategic vs. project & serial procurement, recruited/trained/coached strategic buyers, set up procurement controlling, enforced extended payment terms, standardized contract documents
- Project procurement for Porsche Targa and Audi A3 convertible series launch
- Led SAMPO restructuring for convertible roof BU procurement (21 categories, €55 m volume, €4 m savings)
Interim Head of Procurement, Management Team Member
Intersnack Knabbergebäck GmbH & Co. KG
Snack manufacturer (funny frisch, Chio Chips, Pombär, private labels). Revenue €600 m, 1 500 employees (2012), 5 plants in Germany.
- Procurement volume €280 m (main categories: agricultural raw materials, oil, packaging, logistics, marketing, Capex, MRO, facility management, temp staffing)
- Established a central procurement in HQ, optimized processes
- Brought transparency to indirect material spend
- Introduced procurement controlling (savings measurement)
- Post-merger integration of Snack Partners (brands Pauly & Spreeback)
- Team development (training strategic buyers, external recruiting)
Project Lead “Integrated Procurement Initiative”
IDT Biologika GmbH
Vaccine manufacturer / pharma contract production. Revenue €130 m, 1 000 employees (2011).
- Quick scan of total procurement volume
- Identified savings potential in direct and indirect materials
Project Lead “Procurement Check”
Wessel-Werk GmbH
Vacuum cleaner nozzles/accessories. Revenue €55 m, 500 employees (2011). Plants in Germany, USA, China.
- Best-practice based strengths & weaknesses analysis of procurement processes
- Price benchmarking for injection molding, stamped parts, packaging categories
Interim Head of Procurement, Management Team Member
Tier 2 Automotive Supplier (confidential)
(Stamped parts, metal-plastic components, toolmaking). Revenue €200 m, 1 500 employees (2011, global). Plants in Germany, Poland, USA, China.
- Procurement volume €100 m, vacancy cover
- Built global central procurement at German HQ
- Separated strategic & operational procurement, set up supplier management
- Process optimization with quality & supply chain management
- Reduced suppliers/renegotiated volume contracts for steel/stainless/aluminum/copper, 8% savings on processing price
Interim Manager for global Category “Technical Operations”
Pharma Manufacturer (confidential)
Revenue $50 bn, 120 000 employees (2010, global).
- Vacancy cover
- Managed categories: facility management, energy, Capex, MRO
Project Lead Procurement Optimization
Euromaster GmbH
Europe’s largest tire retailer. Revenue €312 m, 1 900 employees (2009, Germany).
- Established strategic procurement and procurement controlling
- Identified and delivered €1 m savings (13%) on €8 m volume in wear parts, consumables, temp staffing, cleaning, print & promo
Project Lead Packaging Optimization
Food Retailer (confidential)
Revenue CHF 20 bn, 53 500 employees (2010).
- Packaging procurement potential analysis (board, film, labels)
- Achieved €1.5 m savings (10%) via RFP + e-auction, additional €0.4 m through packaging redesign
Project Lead Fleet Management Optimization
Erdal Rex
Market leader in shoe care/cleaners (Erdal, Frosch, emsal, others). Revenue €103 m, 350 employees (2009).
- Fleet procurement and management potential analysis
- Identified €0.1 m savings (22%) through vehicle respecification and fuel-saving training
Project Lead Temporary Staffing Procurement Optimization
Deutsche Börse AG
Stock exchange operations. Revenue €2.1 bn, 3 300 employees (2010).
- Mapped current processes among procurement, business units, temp agencies
- Designed a managed service provider (MSP) concept
Project Lead Procurement Optimization
Roth & Rau AG (former TecDAX member)
Machinery for solar industry. Revenue €285 m, 1 200 employees (2010, global).
- Procurement potential analysis, built strategic procurement/supplier management/controlling (savings measurement, KPI system)
- Reorganized procurement, created procurement manual
- Supported recruitment & onboarding of new strategic buyers
- Identified & realized 7% savings on €28 m volume for vacuum chambers/pumps/rotary unions
Project Procurement Optimization
Essmann GmbH
Skylights, smoke vents, building safety. Revenue €130 m, 850 employees (2009).
- Procurement potential analysis & reorganization
- Onboarded new head of strategic procurement
Project Lead Global Category Setup Facility Management
Deutsche Post DHL
World’s leading post & logistics group. Revenue €51.5 bn, 421 000 employees (2010, global).
- Analyzed procurement strategies in Germany, UK, Benelux, France, Poland
- Implemented cross-border procurement synergies & best practices
Program Manager Integration of logistics provider Exel plc
Deutsche Post DHL
World’s leading post & logistics group. Revenue €51.5 bn, 421 000 employees (2010, global).
- Led team of buyers from all regions (Germany, Europe, Eastern Europe, USA, APAC) with 164 subprojects across 18 categories
- Identified/realized €18.4 m global savings on €100 m volume
Project Lead Facility Management Procurement
Deutsche Post DHL
World’s leading post & logistics group. Revenue €51.5 bn, 421 000 employees (2010, global).
- Project to reintegrate facility management procurement from real estate subsidiary into Germany procurement
- Identified €8 m savings potential in cleaning, security, energy, waste management, relocations on €200 m volume across ~ 8 000 buildings
Project Lead MICE Procurement
Deutsche Post DHL
World’s leading post & logistics group. Revenue €51.5 bn, 421 000 employees (2010, global).
- Project to reduce costs for fairs & events
- Achieved 12% savings on €40 m volume
Procurement Coaching for Executive Board
Dornbracht GmbH & Co. KG
Global leader in design faucets. Revenue €200 m, 800 employees (2010, global).
- Procurement potential analysis, developed improvement measures
- Coached executive board on implementation
Interim Category Manager Fruit & Vegetable Procurement
Food Discount Retailer (confidential)
- Consolidated needs across 6 sites/distribution centers, ran tender, cut suppliers from 40 to 8
- Achieved 5% savings on €75 m volume, reduced lead time from 2 days to 1 day through simplified ordering
Project Lead Procurement Optimization
RAG Aktiengesellschaft
Mining, chemicals, energy, real estate. Revenue €13.3 bn, 34 000 employees (2010, global). (As senior project lead for A.T. Kearney GmbH)
- Led multiple client/advisor teams for strategic sourcing of building materials, civil/structural works, industrial insulation, valves, pumps with €400+ m annual volume
- Achieved €35 m savings (9%), plus 3% additional via e-auctions
Project Lead
Fläkt Woods
No. 2 in world market for industrial fans. Revenue €650 m, 3 500 employees (2010, global). (As senior project lead for A.T. Kearney GmbH)
- Led international client team for strategic sourcing of fan casings, shafts, hubs with focus on Eastern European suppliers (Estonia, Poland, Hungary, Czech Republic)
- Achieved ~ €13 m savings on €40 m annual volume (32.5%), shortened lead time from 6 to 4 weeks
Subproject Lead
Austrian Ministry of Finance
Public sector. (As senior project lead for A.T. Kearney GmbH)
- Designed, founded and implemented cross-departmental central federal procurement GmbH
- Led/coached a team of new hires from public and private sectors
- Managed public tenders for IT and vehicles with €60 m volume, achieved 25% (IT) and 12% (vehicles) savings
Subproject Lead
A.P. Møller Maersk
Shipping, shipbuilding, container manufacturing, aviation, retail, etc. Revenue $56 bn, 108 000 employees (2010, global). (As senior project lead for A.T. Kearney GmbH)
- Identified savings potential in facility management, telecom and software (procurement volume €150 m)
- Reviewed e-procurement tools (eRFX, e-auctions/catalogs)
Subproject Lead
Hewlett Packard
World’s largest IT company (hardware, outsourcing). Revenue $126 bn, 300 000 employees (2010, global). (As senior project lead for A.T. Kearney GmbH)
- Led European team for strategic sourcing of marketing services, management consulting and IT contracting
- Procurement volume €180 m, 8% savings (€14 m)
Subproject Lead
EWE
(As senior project lead for A.T. Kearney GmbH)
- Projects in product development/launch, spin-off of transport subsidiary, spin-off of transaction banking
Subproject Lead
Quelle – Karstadt – Neckermann
(As senior project lead for A.T. Kearney GmbH)
- Projects in product development/launch, spin-off of transport subsidiary, spin-off of transaction banking
Senior Project Lead for Procurement Optimization
A.T. Kearney GmbH
Top management consulting. Revenue €220 m, 600 employees (2010).
- Responsible for all areas of procurement optimization
- European trainer for “Strategic Sourcing” and “Negotiation”
- Member of German recruiting team, university marketing manager Cologne
Subproject Lead
Deutsche Bank
(As senior project lead for A.T. Kearney GmbH)
- Projects in product development/launch, spin-off of transport subsidiary, spin-off of transaction banking
Regional Sales Manager
Vobis Microcomputer AG
PC manufacturing and IT retail discounter. Revenue ~ €1 bn, 1 500 employees (1995, global).
- Managed network of 80+ stores and 400+ staff with annual revenue of ~ €250 m
- Controlled and coached stores, developed operational KPIs, regularly reviewed performance with district and store managers
- Sales policies, marketing campaigns, assortment and pricing
- Optimized store network including location planning
- Converted existing stores to franchise, supported franchisees
District Manager
Aldi Süd
Food discount retailer. Revenue €28 bn (2009).
- Managed district of 8+ stores and 80+ staff with annual revenue of ~ €50 m
- Monitored sales (pricing, merchandising, food regulations)
- Planned and controlled revenue, costs, productivity
- Audited cash registers
- Regular inventory counts
- Opened new stores, recruited/trained new staff
District Manager/Trainee
Aldi Süd
Food discount retailer. Revenue €28 bn (2009).
- Managed district of 8+ stores and 80+ staff with annual revenue of ~ €50 m
- Monitored sales (pricing, merchandising, food regulations)
- Planned and controlled revenue, costs, productivity
- Audited cash registers
- Regular inventory counts
- Opened new stores, recruited/trained new staff
Interim Head of Procurement / CPO
Nold Consulting GmbH
SHORT PROFILE DIRK NOLD, MBA, Postgraduate Diploma in Marketing Interim Head of Procurement / CPO with broad international industry experience in mid-size and large companies “Straight Talker” “Goal Setter” “Lead Wolf” “Pacesetter”
- Execution of complex transformation programs in procurement (setup, realignment, restructuring)
- Organizational/process development and cost reduction
- Combination of analytics and proven practical methodology
- Hands-on, practical implementation with the team
- Performance boost through a tailored mix of procurement strategy/organization, S2C and P2P processes, supplier management, procurement controlling, HR & IT
PERSONAL DATA Nold Consulting GmbH, Jakordenstr. 19, 50668 Cologne
Summary
“Straight Talker” “Goal Setter” “Lead Wolf” “Pacesetter”
- Execution of complex transformation programs in procurement (setup, realignment, restructuring)
- Organizational/process development and cost reduction
- Combination of analytics and proven practical methodology
- Hands-on, practical implementation with the team
- Performance boost through a tailored mix of procurement strategy/organization, S2C and P2P processes, supplier management, procurement controlling, HR & IT
Languages
Education
Chartered Institute of Marketing
Postgraduate Diploma in Marketing · Marketing · Maidenhead, United Kingdom
Cranfield University, School of Management
Master of Business Administration · Cranfield, United Kingdom
University of Cologne
Diplom-Kaufmann · Business Administration · Cologne, Germany · 1.9
Certifications & licenses
Certified Trainer
Neuland & Partner
Business Coach
Dr. Migge Seminars
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