Bernd Habicht

Project Manager Secondary Vehicle Procurement, procurement volume xxxx million EUR

Kleinmachnow, Germany

Experience

Jan 2024 - Present
1 year 7 months
Berlin, Germany

Project Manager Secondary Vehicle Procurement, procurement volume xxxx million EUR

DB Infrago AG

  • Rapidly assumed responsibility after predecessor’s departure
  • Quickly prepared alternative procurement scenarios with financial transparency
  • Picked up loose interdisciplinary threads both thematically and personally
  • Identified win-win potentials in collaboration with customers
Dec 2022 - Dec 2023
1 year 1 month
Dresden, Germany

Interim Infrastructure Manager; Interim Plant Manager

DB Regio AG

  • Stabilized the team after the manager’s departure (as Interim Infrastructure Manager)
  • Developed and aligned further development concepts with customers & team (as Interim Infrastructure Manager)
  • Ensured optimal collaboration with approval authorities including the Federal Railway Authority (as Interim Infrastructure Manager)
  • Stabilized and further developed the plant (as Interim Plant Manager)
  • Secured re-certification – passed successfully (as Interim Plant Manager)
  • Increased operational excellence through shop-floor & KPI management (as Interim Plant Manager)
  • Improved quality using Ishikawa diagrams (as Interim Plant Manager)
  • Increased output with Go Gemba (as Interim Plant Manager)
  • Hired and coached new leaders (as Interim Plant Manager)
Jan 2021 - Dec 2022
1 year
Berlin, Germany

Interim Cross-Functional Manager – Inventory Reduction, Increase Parts Availability

Stadler Deutschland GmbH

  • Systematically identified control data deficits using Lean Management
  • Developed and aligned a concept to close the gaps
  • Created an optimization model achieving significant inventory reduction
  • Stabilized suppliers – optimized organization and processes
Jul 2021 - Dec 2021
6 months
Berlin, Germany

Interim Supply Chain Support - Logistics & Procurement Plants in China, France, USA, Germany

Carl Zeiss Meditec AG

  • Supported procurement side of industrialization projects
  • Improved and standardized purchase contracts
  • Redefined service levels, negotiated up to 10% savings
  • Developed spare parts management concept, negotiated service & maintenance pricing
  • Designed, negotiated and introduced a consignment warehouse for spare parts
  • Achieved 20% savings in inventory holding, service and training costs
  • Achieved up to 66% savings in maintenance costs
Jul 2021 - Dec 2021
6 months
Berlin, Germany

Interim Head of Department – General Procurement

Stadler Deutschland GmbH

  • Redefined service levels, developed KPIs for regular performance measurement, agreed targets and established reporting
  • Professionalized contracts for procurement of personnel services
  • Further developed standards for contracts & logistics requirements
  • Selected new team members and standardized onboarding
  • Concluded plant and service contracts well below budget
Jul 2019 - Mar 2020
9 months
Düsseldorf, Germany

Interim Supply Chain Manager - Managing Service Providers

Puratos GmbH

  • Improved interface management between European production plants and third-party logistics providers
  • Redefined service levels, developed KPIs for regular performance measurement, agreed targets and established reporting
  • Enforced interdisciplinary criteria for bottleneck management
  • Identified improvement needs together with plants and external providers, supported on-site implementation
  • Analyzed inventories & transports, optimized shipment structures
  • Significantly improved costs
  • Handled complaints, clarified and fulfilled customer requirements
  • Developed and implemented improvements in win-win workshops with customers
Aug 2016 - Dec 2016
5 months
Eberswalde, Germany

Interim Head of Taskforce “Relocation and Clearance of Eberswalde Plant”

DB Fahrzeuginstandhaltung GmbH

  • Compensated project delay to avoid six-figure penalties
  • Recovered six weeks of delay, completed three days before deadline through developed winning spirit and clear performance-oriented leadership
  • Improved staff commitment through intensive shop-floor work
  • Exceeded daily targets consistently
Jan 2015 - Jul 2016
7 months
Frankfurt, Germany

Interim Head – Subproject “Process Optimization Spare Parts Supply”

DB Corporate Management

  • Optimized business process from demand generation to delivery at installation site
  • Assessed big data opportunities to improve forecast accuracy
  • Defined evaluation model for 3D printing inclusion in procurement contracts
Jul 2015 - Dec 2015
6 months
Bydgoszcz, Poland

Interim Head - Taskforce Pesa (Train Supplier)

DB Corporate Management

  • Caught up on delivery delays and reviewed failed project organizations
  • Recovered most of the delay
  • Identified interdisciplinary interfaces and advanced them to seamless transitions
  • Conducted one-on-ones with key players on both sides – offered on-site support to quickly address major deficits
  • Led stakeholder meetings on-site: requested capacity increases, leadership changes and staffing support
  • Streamlined task assignment, progress monitoring and error correction
Jul 2013 - Aug 2013
2 months
Abu Dhabi, United Arab Emirates

Interim Senior Advisor - “Organization and Processes of the Supply Chain”

DB Cargo Joint Venture with Etihad Rail

  • Designed the initial setup and operational organization of the joint venture
  • Created concept for organization structure, processes, profiles and sizing
  • Aligned training concepts for compliant procurement procedures
May 2013 - May 2013
1 month
Paris, France

Interim Senior Advisor – “Procurement and Logistics Optimization”

DB Euro Cargo

  • Reviewed setup and operational organization, supported improvements
  • Trained cross-functional project management
Apr 2011 - Sep 2013
2 years 6 months
Zabrze, Poland

Interim Division Head: Procurement & Logistics & Project Manager “Focus Polska Procurement”

DB Schenker Rail Polska

  • Supported post-merger integration of acquired companies
  • Formed winning team with leaders from multiple acquired companies
  • Increased efficiency through Kanban introduction
  • Stabilized parts supply for the “German wagons” relocated to Poland
  • Quickly improved parts supply – initially with Excel, later with integrated SAP planning across Sales, Asset Management, Maintenance, Production with Procurement and Materials Management
  • Reorganized supply chain setup and operations – leveraged procurement potentials
  • Selected and developed new department heads
  • Rapidly consolidated procurement & logistics needs across DB in a cross-functional approach
  • Improved scheduling programs and parameters with German experts
  • Migrated demand and scheduling data from Excel to SAP with training
  • Achieved 20% savings in cost modeling for textile protective clothing through win-win workshops with manufacturers
  • Exceeded board procurement savings targets by 120% through improved tenders and negotiations including game theory
  • Designed and implemented new warehouse and distribution logistics
  • Motivated and virtually led interdisciplinary project team “BEST – Bringing Europe Specialists Together”
  • Evaluated and decided on site alternatives and make-or-buy scenarios
  • Prepared business case – presented and secured investment approval from the board
  • Issued tenders, sourced suppliers, led negotiations and awards
  • Modernized warehouse in 10 months, on schedule and within budget with 900% more internal pallet positions and 100% more outdoor storage
  • Established Kanban for internal production supply
  • Introduced paperless picking
  • Achieved break-even in just over three months
  • Team won the international DB Award “Efficiency & Profitability” with 60% process efficiency increase among 60 teams
  • Supported international tender and negotiation for locomotive procurement
  • Concluded improved 24-hour service contract for critical spare parts
  • Developed successor from within my team
Jan 2010 - Dec 2017
7 years
Munich, Germany

Head DB Science, Universities, Committees and Funding Management, Compliance Coordinator and Interim Management

DB Corporate Management

  • Led subproject “Reorganization of Knowledge Management”
  • Chaired the company-wide steering committee oriented to best practices
  • Secured establishment of a dedicated organizational unit at the board level
  • Optimized company-wide collaboration with universities
  • Negotiated and rolled out a standard cooperation agreement
  • Published the first research catalog on German-language railway research
  • Showcased DB Research & Technology achievements through technology days at universities
  • Established leadership mentorship concept to retain scholarship recipients
  • Represented DB to scientific institutions, committees in Germany and the EU, associations and industry
  • Focused previously uncoordinated appearances, organized and successfully moderated DB-wide alignment meetings
  • Advanced topics in German and European committees
  • Funded a foundation professorship through DB-industry partnerships
  • Sole DB representative in the BMWi project “Railway Research 2025”
  • Established scholarship recipient retention mentorship concept in the Technology division
  • Standardized company-wide processes for securing funding
  • Commercially advised SHIFT2RAIL applicants successfully
  • Conceived and published the first DB funding handbook
  • Doubled funding revenues
  • Increased compliance awareness, especially on cartel formation
  • Responsible for procurement compliance risk assessment
  • Co-designed and rolled out compliance training for approx. 1,000 corporate buyers
Feb 2008 - Dec 2010
2 years 11 months
Berlin, Germany

Division Head Portfolio Management Technology Strategy, HR, Controlling

DB Systemverbund Technik & Dienstleistungen

  • Led the process to develop the technology strategy
  • Supported holistic strategic alignment with technology radar
  • Spearheaded initiation, conception & execution of efficiency improvements
  • Built and led an interdisciplinary Project Management Office
  • Saved 40% of commercial staff through standardization
  • Saved EUR 70 million of EUR 300 million division costs through Lean Management and tight monitoring of improvement projects
  • Supported development of the first internal satisfaction metrics survey
  • Conceived and implemented the first professional division-wide customer survey
  • Established performance metrics for a management information system
  • Moderated alignment of improvement measures
Jan 2003 - Jan 2008
5 years 1 month
Berlin, Germany

Division Head Special Projects; Division Head Sales Coordination

DB Dienstleistungen GmbH

  • As Division Head Special Projects:
  • Sustainably improved performance and costs of EUR 4 billion service providers
  • Reduced costs by 30% through post-merger integration across seven entities
  • Led the PM Office to eliminate duplicate structures
  • Supported development of group-level organizational, operational and process design
  • Successfully shaped the second board proposal “Foundation DB International” by leveraging corporate knowledge and intensive preliminary coordination
  • Supported reorganization of DB Jobservice
  • Led cross-group make-or-buy decision project
  • Redefined technical and business fundamentals
  • Insourced 1,100 positions within the group
  • As Division Head Sales Coordination:
  • Improved external revenues, advanced organization and systems
  • Doubled external revenues to EUR 200 million in three years
  • Fostered professional development and collaboration of 300 sales staff
  • Bundled services into customer-oriented system services
  • Standardized offer calculations
  • Professionalized marketing including publication of first product catalog, product brochures, adjustment of core messaging
  • Professionalized trade fair presence, consolidated 10 DB exhibitors into four customer-focused object services, and jointly trained booth staffing
  • Established trade fair controlling and joint follow-up
  • Developed successor from within my team
Oct 2001 - Dec 2003
1 year 3 months
Munich, Germany

Project Manager: “Unlocking Procurement Potentials”

DB Corporate Management

  • Established and led project to reorganize DB procurement organization – EUR 50 million budget, 1,000 buyers, procurement volume > EUR 8.0 billion, savings target EUR 1.9 billion
  • Structured project setup with PMO
  • Kick-off with DB CEO, 20 full-time core team members from all business units, one BCG partner, three directors and various consultants
  • Moderated workshops for 24 subprojects with up to 200 project staff
  • Reported progress to stakeholders including the corporate board
  • Sent bi-weekly project briefs to the organization including the works council
  • Achieved EUR 200 million quick win savings through renegotiations
  • Identified and operationalized a further EUR 1.1 billion for successors via neutral EU tenders, e-auctions and globalization of supplier portfolio including selection, evaluation and development
  • Enhanced procurement attractiveness by establishing career paths
  • Moderated cross-functional teams for holistic process optimization including group-wide demand aggregation and demand planning optimization
  • Concluded multi-year framework agreements with improved conditions
  • Improved interdisciplinary negotiation preparation and execution
Jul 1999 - Sep 2001
2 years 3 months
Berlin, Germany

Division Head Procurement of Vehicle Spare Parts and Materials Management

DB Corporate Management – DB Vehicle Maintenance

  • Quickly improved customer orientation and acceptance of parts procurement
  • Integrated procurement and materials management of spare parts
  • Maintained 160,000 SAP records for optimization of customer replenishment
  • Trained cost modeling, target costing, specification simplification, etc.
  • Improved prices and service with international suppliers
  • Developed successor from within my team
Jul 1999 - Dec 2000
1 year 6 months
Germany

Interim Project Manager: “Optimization of Spare Parts Procurement and Stocking”

DB Vehicle Maintenance

  • Optimized logistics and procurement processes for 110 maintenance sites
  • Developed demand planning in Excel and migrated to SAP with staff training
  • Concluded framework contracts reducing lead times
  • Improved parts availability by 20% and reduced logistics costs by 20%
  • Reduced inventory and write-off requirements by 30%
  • Developed concepts for a more efficient nationwide spare parts warehouse
  • Developed and interdisciplinary evaluated make-or-buy, central warehouse physical/virtual, overall vs. technology-driven scenarios
May 1998 - Dec 2000
2 years 8 months
Erfurt, Germany

Management Board: Technology, Operations and Sales

DB Tankservice GmbH

  • Established a high-performance, efficient organization from 14 independent units of Bundesbahn and Reichsbahn
  • Formed a team with winning spirit without losers
  • Found the best role for each person as an experienced player-coach
  • Initiated change from federal railways to market player Deutsche Bahn
  • Established Lean Management, benchmarked against international corporations
  • Reduced operating costs by 50% in agreement with the works council
  • Reduced capital expenditure by 50% through international suppliers
  • Reduced construction times by 70% through standardization and modularization
  • Designed and implemented a sales organization
  • Tripled external revenues
  • Established sales & marketing, trained staff and implemented marketing tools
  • Developed successor from within 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 CEO: Strategy, HR, Sales

Raab Karcher Spedition

  • Executed buy & build & integration with a modular service concept and efficiency improvements
  • Achieved turnaround of largest logistics provider “Raab Karcher” in nine months
  • Finalized interests reconciliation and social plans after over 30 regional meetings with the works council
  • Integrated acquired companies into the European market leader
Jan 1996 - Mar 1998
2 years 3 months
Bonn, Germany

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

IVG Logistics

  • Expanded mineral oil services portfolio to end customers
  • Developed concept and business plan for company acquisitions
  • Quickly completed portfolio expansion with acquisition of 10 companies
  • Restructured the repair facility
  • Transferred responsibilities and competencies for newly defined cost centers
  • Integrated Eastern European sub-suppliers into the value chain after intensive on-site quality assurance
  • Completed turnaround in nine months
  • Recommended by my boss to DB AG as a restructuring specialist at the request of his former Treuhand colleague, Deutsche Bahn’s HR director
Jan 1993 - Dec 1995
2 years
Pfullendorf, Germany

CEO: Finance / Controlling, HR, Legal, Logistics

Geberit Produktions GmbH Germany

  • Introduced Lean and Total Quality Management after stay in Japan
  • Implemented SAP ERP system one year faster than SAP’s schedule
  • Reduced manufacturing lead times from 13 to 4 months through plant replication
Jul 1992 - Dec 1993
1 year 6 months
Pfullendorf, Germany

Executive Board Member: Head of Logistics and Procurement, Authorized Signatory

Geberit Deutschland GmbH

  • Built a reliable, high-performance supply chain – realized procurement potentials
  • Learned Lean Management, Total Quality Management, Toyota Production System theory and practice in Switzerland and on-site visits in Japan
  • Reduced lead time from 13 to 3 weeks through process optimization and introduction of two-shift operation in coordination with works council and union
  • Led reengineering of Sales & Distribution (Germany, Austria, Switzerland, Italy, Netherlands)
  • Developed 10-year strategy for warehouse and distribution processes and structures
  • Determined optimal location and make-or-buy decisions in Europe using simulations, etc.
  • Realized procurement potentials
  • Managed order-related packaging material supply with cost modeling and win-win workshops with suppliers, improved replenishment times by 70%, prices by 30%
Dec 1991 - Jun 1992
7 months
Rapperswil-Jona, Switzerland

Staff to the Group Board of Directors Technology

Geberit Holding

  • Supported development of the 10-year strategy
  • Clearly structured decision-preparation materials
  • Served as second project manager for “Start of Lisbon Assembly Plant”, compensated delays
  • Reduced delays through intensive on-site work with suppliers
Apr 1991 - Jul 1991
4 months
Langen, Germany

Head of Materials Management

AMP

  • Voluntarily resigned during probation period
Jul 1987 - Mar 1991
3 years 9 months
Hamburg, Germany

Head of International Supply Planning & Control, Authorized Signatory

Hans Schwarzkopf GmbH

  • Managed plants in Germany, Austria, Switzerland, Italy, Netherlands, UK, Hungary with SAP, ensured material availability
  • Developed European planners as a team, rolled out SAP in nine months
  • Moderated plant closures in Italy and UK, no lost days due to strike
  • Developed successor from the team over several years
Nov 1983 - Jun 1987
3 years 8 months
Aalen, Germany

Department Head: Production and Inventory Control

Carl Zeiss

  • Introduced holistic control system to improve service efficiently
  • Significantly improved finished goods availability with 30% inventory reduction

Summary

Can win your team’s hearts As a charismatic player-coach I have often built Winning Teams Self-motivated, analytically strong, structured in my work and resilient to frustration Optimization concepts coordinated interdisciplinarily, enforced, implemented with joy in success and a lot of shop floor work

Languages

German
Native
English
Advanced
French
Elementary

Education

Apr 1975 - Dec 1983

Technical University of Berlin

Diploma in Engineering · Industrial Engineering · Berlin, Germany

Certifications & licenses

Controller Diploma

ISO 14001

ISO 9001

Six Sigma Foundation