Guido S. - Consultancy of CPO

Langenhagen, Germany

Experience

May 2023 - Present

2 years 8 months

Consultancy of CPO

Diebold Nixdorf

Advising the newly appointed CPO on strategic and operational procurement issues
Development of a new global procurement organization

May 2022 - May 2023

1 year 1 month

Vaterstetten, Germany

Chief Procurement Officer Extrusion (CPO) – interim

KraussMaffei

Member of the management team
Head of strategic purchasing
Responsible for approx. €280 million purchasing volume
Stabilized the existing purchasing team and modified its composition
Developed and implemented category strategies
Reorganized collaboration between engineering, order center, sales and procurement
Established and implemented a new budgeting process to sustainably measure savings using a tiered logic
Introduced new tools to support the operating model

Jun 2020 - Apr 2022

1 year 11 months

Hanover, Germany

Management Consultant at Laverana GmbH & Co. KG

Laverana GmbH & Co. KG

Assessed the entire supply chain management organization
Restructured the organizational setup including filling key positions
Developed and implemented the future SCM organization
Realigned all SCM processes
Built and expanded the digitalization strategy across the SCM organization
Led the SRM tool selection process and managed the international implementation
Advised the managing partner on selected topics

Jan 2019 - Dec 2022

4 years

Duisburg, Germany

Group Chief of International Logistics at CWS and Member of the Management Board (interim)

CWS

Led the international service and logistics organization
Ensured budget targets and realized cost optimizations
Developed a roadmap for divisionalization / carve-out of the workwear division
Designed a sustainable organizational setup (central and regional) to enable the planned separation of hygiene and workwear businesses

Nov 2017 - Oct 2020

3 years

Hamburg, Germany

Management Consultant at Heinrich Bauer Media

Bauer Media Group

Assessed the procurement organization in a rapid assessment
Realigned all procurement activities based on defined categories
Developed and implemented category strategies
Integrated international sites in Europe, the USA and Australia
Acted as sparring partner for the board on selected issues

Nov 2017 - Oct 2020

3 years

Duisburg, Germany

Chief Procurement Officer (CPO) at CWS-boco/Initial / Haniel (interim)

CWS-boco/Initial / Haniel

Member of the top management team
Responsible for approx. €500 million global purchasing volume
Developed and implemented international category strategies
Reorganized collaboration between R&D, product management and procurement
Led the SRM tool selection process and managed the international implementation
Built and implemented a reporting tool to measure savings
Led both purchasing divisions and their heads through the synergy capture process
Conducted boot camps involving all internal stakeholders of the synergy capture process
Planned and ran supplier days, including 85 negotiations over two days by the international buying team
Structured, harmonized and digitalized procurement processes
Led the international Microsoft Dynamics (D365) implementation team
Introduced new purchasing methods and tools as well as negotiation techniques
Conducted and led key negotiations with core suppliers
Performed 360-degree evaluations of procurement staff and developed the future organizational setup
Executed and implemented the cost reduction program
Achieved €32 million savings in 12 months (~6.4% of purchasing volume)

Apr 2017 - Oct 2017

7 months

Chief Executive Officer (CEO) at TRI STAR EUROPE – Dutech Group (interim)

TRI STAR EUROPE

Responsible for four companies in Europe; ~850 employees; ~€2.7 million sales
Built a robust international management team to ensure future business success
Developed and started implementing business strategies and models for all European subsidiaries
Created a global purchasing and procurement strategy including organizational development
Established a European development network focused on standardization and harmonization
Developed partial market strategies for all European subsidiaries
Advised local managing directors to continuously improve daily performance
Rapidly developed business models and strategies for four companies of the TriStar Group

Jan 2016 - Apr 2017

1 year 4 months

CPO and Head of Synergy PMO during Pre- and Post-Merger Phase (interim)

Diebold Nixdorf

Responsible for approx. €1 billion direct material purchasing volume in Europe, Singapore, USA, China
Led negotiations with major suppliers at global level
Optimized and structured cross-functional procurement processes
Integrated SAP and Oracle procurement and controlling applications
Introduced new procurement methods and tools as well as innovative negotiation approaches
Implemented multi-tier material cost reductions and a supplier partner program to secure/generate synergy potentials post-merger
Managed the entire direct materials procurement team (35 employees)
Reorganized the international procurement team into cross-functional category teams after the Diebold and Wincor-Nixdorf merger
Achieved 7%-8% savings in the post-merger phase across all direct material categories
Member of the Diebold Nixdorf leadership team
Exceeded cost reduction targets in the post-merger phase

Nov 2015 - Present

10 years 2 months

Founder / Owner / Chief Executive Officer (CEO)

Dr. Stannek-Consulting

Apr 2012 - Oct 2015

3 years 7 months

Heiligenroth, Germany

Chairman of the Board / Managing Director

LKH Kunststoffspritzguss GmbH & Co. KG

Restructured and realigned the entire company with a customer focus
Developed and implemented a new sales strategy (+10% p.a.)
Built new sales channels and distribution networks
Increased production utilization and achieved sustainable cost reductions
Reduced dependence on the largest single customer / expanded the customer base (+20% p.a.)
Established a customer-oriented organizational structure and workflows
Defined and executed a sustainable cost-reduction program
Developed a cross-functional business strategy
Introduced 5S / Kaizen in production and administration
Turnaround of the company in 15 months (EBITDA +28%, sales +20%, productivity +25%) as sole CEO

Sep 2011 - Oct 2015

4 years 2 months

Herborn, Germany

Board Member Supply Chain Management, Purchasing, Scheduling/Planning, Logistics, Customs & Foreign Trade

Rittal GmbH & Co. KG

Restructured global operational and strategic purchasing for 12 production sites
Total purchasing volume >=€1 billion; annual savings >=3.5%
Built an international transport and logistics network for 12 production sites and over 85 warehouses
Ensured customer commitments on delivery times, availability and reach in India, China, Asia, NAFTA and Europe
Developed and implemented a comprehensive KPI system to measure delivery performance across the order fulfillment process
Optimized and revamped production control for national and international sites
Established a global Business Process Management (BPM)
Designed, built and implemented a customs and foreign trade GmbH (ZZG)

Mar 2011 - Present

14 years 10 months

Hangzhou, China

Professor of International Management and Economics

China Jiliang University of Hangzhou

Apr 2005 - Sep 2011

6 years 6 months

Göttingen, Germany

Vice President Supply Chain Management, Vice President Procurement / CPO

Sartorius AG

Board mandate to restructure the mechatronics division and realign strategy in 2009/2010
Global operational and strategic purchasing for six production sites
Led and built global supply chain management
Closed, relocated or integrated business units and production sites
Managed global production sites and network design
Implemented business process management (MTS, MTO, ATO, CTO, ETO)
Led ERP selection and redesigned SAP configuration
Global transport and warehousing logistics for USA, China, India and Europe
Expanded group risk management (Governance Risk Compliance Management)
Managed net working capital, cash flow and liquidity
Established a group-wide KPI system and global BPM
Led the successful restructuring of the mechatronics division in 2009 (EBITA +7%, sales +12%, ROCE +16%)

Mar 2004 - Aug 2006

2 years 6 months

Hanover, Germany

Lecturer in Information and Communication Sciences

Fachhochschule Hannover

Aug 1996 - Apr 2005

8 years 9 months

Global Manager - international industrial companies & financial sector

Deloitte Consulting / IGS Management Consulting

Process reorganization and design (purchasing, SCM, production and banking)
Introduction of KPI systems (machinery and plant engineering)
Managed change management (purchasing and SCM organizations)
IT software selection and integration for procurement
Comprehensive or partial restructuring and reorganization of SMEs
Business strategy development – machinery and plant engineering
PMO for the merger of Hamburgische Landesbank and Landesbank Schleswig-Holstein

Summary

Entrepreneurial mindset and way of thinking
Success and results oriented
Performance focused
Experienced leadership personality
Highly motivated and persistent
Cross-functional team approach
Reliable and trustworthy presence
Strong leadership skills
Extensive executive management knowledge
Comprehensive sales management competencies
In-depth production and shopfloor expertise
Broad purchasing and supply chain management knowledge
Many years of consulting and management experience in industry
Convincing communication and presentation skills
Ability to design and organize complex change processes
Implementation of business process strategies for various SMEs and large enterprises
Successful turnaround projects in different business divisions and companies
International change projects (IT implementation, structural & process changes)
Development of production and logistics networks (costs -10% to -15%, productivity up to +20%)
Establishment and implementation of production strategies and processes (MTS, MTO, CTO, ETO)
Sustainable implementation of 5S and Kaizen in production and administration
Creation of efficient supply chain networks (-10%/-15% cost reduction, -20% number of suppliers)
Led successful restructuring of the Sartorius Mechatronics division in 2009 (EBITA +7%, sales +12%, ROCE +16%)
Turnaround of a plastic injection molding company in 15 months (EBITDA +28%, sales +20%, productivity +25%) as sole CEO
Development of sales structures, processes and control instruments in mid-sized companies
Exceeded cost reduction targets in the post-merger phase of Diebold-Nixdorf
Rapid development of business models and strategies for four companies in the TriStar Group