Bernd Habicht
Project Manager Secondary Vehicle Procurement, procurement volume xxxx million EUR
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
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