Bernd Habicht - Project Manager Secondary Vehicle Procurement

Recommended expert

Kleinmachnow, Germany

Experience

Jan 2024 - Present

2 years 1 month

Berlin, Germany

Project Manager Secondary Vehicle Procurement

DB Infrago AG

Quickly took over responsibilities after predecessor's departure
Quickly prepared alternative procurement scenarios with transparent commercial analysis
Thematically and personally reconnected loose, interdisciplinary threads
Identified win-win potentials in cooperation with customers

Dec 2022 - Dec 2023

1 year 1 month

Berlin, Germany

Interim Infrastructure Manager

DB Regio AG – 24/7 Maintenance Facility Dresden

Stabilized the team after the manager's departure
Developed and aligned concepts and further developments with customers and the team
Ensured optimal cooperation with the approval authorities, including the Federal Railway Authority
Interim plant manager:
Stabilized and further developed the plant
Successfully passed recertification
Increased operational excellence with shop-floor and KPI management
Improved quality using Ishikawa diagrams
Increased output with Go-Gemba
Hired and coached new managers

Jan 2022 - Dec 2022

1 year

Berlin, Germany

Interim Cross-functional Manager

Stadler Deutschland GmbH

Reduced inventory, increased parts availability
Systematically identified control data gaps using Lean Management
Developed and aligned a concept to close the gaps
Developed an optimization model with significant inventory reduction
Stabilized suppliers, optimized organization and processes

Jul 2021 - Dec 2021

6 months

Berlin, Germany

Interim Supply Chain Support – Logistics & Procurement

Carl Zeiss Meditec AG

Provided purchasing support for industrialization projects in plants in China, France, the USA, and Germany
Improved and standardized purchase contracts
Redefined service levels, negotiated up to 10% savings
Developed concept for spare parts management and negotiated service & maintenance prices
Designed, negotiated, and implemented consignment inventory for spare parts (achieving 20% savings in storage, service, and training costs)
Achieved up to 66% savings in maintenance costs

Jul 2021 - Dec 2021

6 months

Berlin, Germany

Interim Head of General Procurement

Stadler Deutschland GmbH

Redefined service levels, developed KPIs for regular performance measurement, agreed on targets, and assigned reporting responsibilities
Professionalized contracts for procuring personnel services
Further developed contracts and logistics requirements
Selected new team members and standardized onboarding
Finalized equipment and service contracts well below budget

Jul 2019 - Mar 2020

9 months

Düsseldorf, Germany

Interim Supply Chain Manager

Puratos GmbH

Improved interface management between production sites in Europe and third-party logistics providers
Redefined service levels, developed KPIs, agreed target values, and set up reporting
Enforced interdisciplinary criteria for bottleneck management
Analyzed inventories and transports, optimized shipment structures
Significantly reduced costs
Handled complaints, clarified and met customer requirements
Developed and implemented improvements in win-win workshops with customers

Aug 2016 - Dec 2016

5 months

Eberswalde, Germany

Interim Head of Task Force for Relocation and Clearance at Eberswalde Plant

DB Fahrzeuginstandhaltung GmbH

Compensated project delays to avoid six-figure penalties
Caught up a six-week project delay, finished three days before the deadline
Developed a winning spirit and performance-oriented leadership
Improved team commitment to goals through intensive shop-floor work
Exceeded targets daily

Jan 2016 - Jul 2016

7 months

Frankfurt, Germany

Interim Head of Spare Parts Supply Process Optimization Subproject

DB Konzernleitung

Optimized the business process from demand generation to delivery at installation site
Evaluated big data opportunities to improve forecasting quality
Defined an evaluation model for 3D printing in procurement contracts

Jul 2015 - Dec 2015

6 months

Bydgoszcz, Poland

Interim Head of Task Force for Pesa (Trainset Supplier)

DB Konzernleitung

Made up for delivery delays and reviewed failed project organizations
Identified and realigned interdisciplinary interfaces
Held one-on-one meetings with key players on both sides
Conducted on-site stakeholder meetings to increase capacity, replace leaders, and support staffing
Streamlined task allocation, progress monitoring, and error correction

Jul 2013 - Aug 2013

2 months

Abu Dhabi, United Arab Emirates

Interim Senior Advisor for Supply Chain Organization and Processes

DB Cargo Joint Venture with Etihad Rail

Designed the initial build-up and operational organization of the joint venture
Created the setup concept (structure, processes, profiles, and sizing)
Aligned training concepts for introducing compliant procurement processes

May 2013 - May 2013

1 month

Paris, France

Interim Senior Advisor for Purchasing and Logistics Optimization

DB Euro Cargo

Reviewed organizational structure and processes and supported improvements
Trained cross-functional project management

Apr 2011 - Sep 2013

2 years 6 months

Zabrze, Poland

Interim Head of Purchasing & Logistics and Project Manager for Focus Polska Procurement

DB Schenker Rail Polska

Supported post-merger integration of more than 10 companies
Built a winning team with executives
Increased efficiency by introducing Kanban
Stabilized parts supply for relocated fleet (Excel, later SAP)
Integrated planning of sales, asset management, maintenance and production
Reorganized the supply chain organization and unlocked purchasing potentials
Selected and developed new department heads
Improved planning programs and parameters
Migrated demand and planning data into SAP
Cost modeling with win-win workshops – achieved 20% savings
Exceeded board purchasing savings targets by 120%
Implemented new warehousing and distribution logistics
Led project team BEST (Bringing Europe Specialists Together)
Evaluated and decided on site and make-or-buy alternatives
Developed business case and secured investment approval
Modernized warehouse in 10 months: +900% internal pallet spaces, +100% external storage capacity
Introduced paperless picking
Reached break-even in 3 months
Won the international DB Award 'Efficiency & Cost Effectiveness' (60% process efficiency increase)
Supported international tender and negotiations for locomotive procurement
Improved 24-hour service contract for critical spare parts

Jan 2011 - Dec 2017

7 years

Frankfurt am Main, Germany

Head of Science, University, Committee and Grant Management

Deutsche Bahn (DB) Konzernleitung

Compliance coordinator and leader of interim projects
Responsible for knowledge management reorganization subproject
Led the company-wide steering committee with a best-practice approach
Secured creation of a dedicated organizational unit within the executive board
Optimized company-wide collaboration with universities
Negotiated and rolled out standard cooperation agreement
Published the first catalog of German-language railway research
Organized technology days at universities
Established concepts for executive mentors and scholarship holder engagement
Represented DB to scientific institutions, committees, the EU and industry
Represented topics in German and European committees
Funded an endowed professorship through DB and industry partnerships
Represented the 'Railway Research 2025' project
Standardized grant acquisition processes across the group
Provided commercial advice to SHIFT2RAIL applicants
Conceived and published the first DB grant handbook
Doubled grant income
Responsible for compliance risk in procurement
Designed and rolled out compliance training for about 1000 corporate buyers

Feb 2008 - Dec 2010

2 years 11 months

Berlin, Germany

Head of Division for Technology Strategy, HR and Controlling

DB Systemverbund Technik & Dienstleistungen

Led process to develop technology strategy
Supported strategy alignment with a technology radar
Led initiation, design and implementation of efficiency improvements
Built and led interdisciplinary project management office
Reduced 40% of commercial staff through standardization
Saved €70M of €300M division costs through lean management
Collected internal satisfaction metrics and implemented customer-focused measures
Set performance metrics for management information system
Facilitated alignment of improvement measures

Jan 2003 - Jan 2008

5 years 1 month

Berlin, Germany

Head of Special Projects

DB Dienstleistungen GmbH

Sustainably improved performance and costs of €4B service providers
Reduced costs by 30% through post-merger integration into 7 companies
Led PMO to eliminate duplicate structures
Supported group-wide organizational structure, process and workflow design
Successfully crafted executive board proposal 'Founding DB International'
Supported restructuring of the DB job service
Led group-wide make-or-buy project
Redefined technical and business fundamentals
Created 1,100 positions in the group through insourcing

Head of Sales Coordination:

Doubled external revenues to €200M in three years
Supported professional development of 300 salespeople
Bundled services into customer-oriented system services
Professionalized bid calculations and marketing
Established trade show appearances and controlling
Developed a successor within the team

Oct 2001 - Dec 2002

1 year 3 months

Munich, Germany

Project Manager for Unlocking Procurement Potential

DB Corporate Management

Set up and led the reorganization of the DB procurement organization (EUR 50 million project budget, 1,000 buyers, procurement volume > EUR 8 billion, savings target EUR 1.9 billion)
Structured the PMO and held the kick-off with the CEO
Facilitated workshops for 24 subprojects
Reported progress to the Executive Board; sent biweekly project updates including works council
Achieved EUR 200 million quick wins through renegotiations
Identified and operationalized additional EUR 1.1 billion in savings potential
Implemented EU tenders, e-auctions, and globalization of the supplier portfolio
Established career paths in procurement
Facilitated cross-functional teams for process optimization
Negotiated multi-year framework agreements with improved terms
Improved interdisciplinary negotiation preparation and management

Jul 1999 - Sep 2001

2 years 3 months

Frankfurt am Main, Germany

Head of Purchasing for Vehicle Spare Parts and Materials Management

DB Corporate Management – DB Vehicle Maintenance

Improved customer orientation and acceptance in parts purchasing
Integrated procurement and materials management for spare parts
Maintained 160,000 SAP data records for inventory optimization
Trained in cost modelling, target costing, and specification simplification
Improved pricing and service with international suppliers
Developed a successor within the team

May 1998 - Dec 2000

2 years 8 months

Erfurt, Germany

Executive Director of Technology, Operations, and Sales

DB Tankservice GmbH

Created an organization from 14 units of Bundesbahn and Reichsbahn
Established lean management and applied international benchmarks
Reduced operating costs by 50% and capital expenditures by 50%
Shortened construction times by 70% through standardization and modularization
Built sales department and tripled external revenue
Implemented marketing tools and trained employees
Developed a successor in the team

Apr 1998 - Apr 1998

1 month

Meckenheim, Germany

Consultant

Self-employed

Prepared cooperation between IVG and Deutsche Bahn AG

Oct 1996 - Jul 1997

10 months

Gelsenkirchen, Germany

Interim Managing Director for Strategy, HR, and Sales

Acquired Raab Karcher Freight Forwarding Company

Executed buy & build and integration with modular service concepts
Achieved turnaround of the largest freight forwarder in 9 months
Negotiated interest agreements and social plans
Integrated the company to become the European market leader

Jan 1996 - Mar 1998

2 years 3 months

Bonn, Germany

Managing Director Strategy, M&A, Portfolio Management, HR, Sales

IVG Logistik

Expanded the mineral oil service portfolio to end customers
Created business plan for company acquisitions
Completed portfolio expansion by acquiring 10 companies
Renovated the repair shop and introduced cost center
Integrated Eastern European subcontractors after quality assurance
Completed the restructuring in 9 months

Jan 1994 - Dec 1995

2 years

Pfullendorf, Germany

Chairman of the Management Board Finance, Controlling, HR, Legal, Logistics

Geberit Produktions GmbH

Introduced lean and total quality management after a stay in Japan
Implemented SAP ERP system one year faster than planned
Reduced manufacturing plant rebuild time from 13 to 4 months

Jul 1992 - Dec 1993

1 year 6 months

Pfullendorf, Germany

Member of Management Board, Head of Logistics and Procurement, Authorized Signatory

Geberit Deutschland GmbH

Built a reliable supply chain and realized procurement potentials
Learned lean management, TQM, and TPS in Switzerland and Japan
Reduced delivery time from 13 to 3 weeks through process optimization and introduction of a two-shift operation
Led the Sales & Distribution reengineering for Germany, Austria, Switzerland, Italy, and the Netherlands
Developed a ten-year strategy for warehousing and distribution processes
Improved order-related packaging supply with cost modeling (70% shorter replenishment times, 30% cost reduction)

Dec 1991 - Jun 1992

7 months

Rapperswil-Jona, Switzerland

Technical Staff, Group Executive Board

Geberit Holding

Supported development of the ten-year technical strategy
Prepared decision papers in a clear and structured manner
Project manager for the start-up of the Lisbon assembly plant: compensated delays through intensive on-site work with suppliers

Apr 1991 - Jul 1991

4 months

Langen, Germany

Head of Materials Management

AMP Automobilzulieferer

Voluntarily resigned during probation

Jul 1987 - Mar 1991

3 years 9 months

Hamburg, Germany

Head of Department, International Supply Planning and Control, Authorized Signatory

Hans Schwarzkopf GmbH

Managed plants in Germany, Austria, Switzerland, Italy, the Netherlands, the United Kingdom and Hungary after SAP go-live
Developed a European planning team and rolled out SAP in 9 months
Facilitated plant closures in Italy and the UK without any strike impact
Trained a successor in the team

Nov 1983 - Jun 1987

3 years 8 months

Aalen, Germany

Head of Department, Production and Inventory Control

Carl Zeiss

Implemented holistic control to improve service efficiency
Improved finished goods availability while reducing inventory by 30%

Summary

Can win your team's hearts

As a charismatic player-coach, I've often built winning teams, I'm self-motivated, analytically strong, structured in my work, and resilient under frustration

I aligned and enforced interdisciplinary optimization concepts, then joyfully brought them to life with hands-on shop-floor work