Hartmut Schalk

Owner

Hamburg, Germany

Experience

Apr 2019 - Present
6 years 4 months
Hamburg, Germany

Owner

Hanseatic Procurement Consulting

  • Cost reduction programs across the entire value chain
  • Holistic organizational development of purchasing and procurement
  • Restructuring and outsourcing of organizational units
  • Category management
  • Interim management
Oct 2017 - Sep 2019
2 years
Hamburg, Germany

Head of Purchasing Non-Production Materials

Körber AG

  • Responsible for purchasing all goods and services for Körber Holding
  • 8 team members (corporate category manager, senior buyer); €330 M purchasing volume (focus: IT hardware/software, logistics, HR services, travel/mobility, CapEx)
  • Oversaw company-wide consolidation via a council
Jul 2016 - Feb 2017
8 months
Hamburg, Germany

Sr. Director Procurement Engineering

Philips Medical Systems GmbH Hamburg

  • Responsible for global strategic purchasing for a Business Innovation Unit (X-ray tubes and generators)
  • 20 staff at 5 sites (GER, CHN, USA, NL); €150 M purchasing volume
  • Implemented cost-saving programs using the Design-for-Excellence process
  • Managed all project-related supplier activities for worldwide R&D projects
Apr 2015 - Jun 2016
1 year 3 months
Hanau, Germany

Head of Purchasing

Heraeus Holding GmbH Hanau

  • Technology and precious metals trading company, 12,500 employees, €17 B sales
  • Responsible for global strategic purchasing activities for 3 global business units
  • 25 staff at 11 locations (GER, CHN, USA, CH, SGP); €120 M purchasing volume
  • Completely realigned purchasing as part of centralization; defined and built strategic procurement
Apr 2010 - Mar 2014
4 years
Dessau-Roßlau, Germany

Chief Procurement Officer

IDT Biologika GmbH Dessau

  • Biotech vaccine manufacturer, 1,100 employees, €160 M sales
  • Full responsibility for all company procurement processes (strategic/operational/planning)
  • Full purchasing realignment as part of restructuring; defined and built strategic procurement
  • Advanced material group management
  • 12 team members, €100 M purchasing volume
  • Focus on total cost optimization and compliance
Feb 2009 - Mar 2010
1 year 2 months
Hamburg, Germany

Head of Global Processes Methods and Tools

Conergy AG

  • Solar system manufacturer, 1,700 employees, ~€1 B sales
  • Company-wide responsibility for defining and optimizing all strategic procurement processes
  • Defined, implemented, and continuously improved process landscape, role models, and tools
  • Defined and implemented key performance indicators, harmonized reporting and controlling processes
Feb 2009 - Mar 2010
1 year 2 months
Frankfurt an der Oder, Germany

Head of Purchasing Conergy Solar Modules Frankfurt/Oder

Conergy AG

  • Solar system manufacturer, 1,700 employees, ~€1 B sales
  • Responsible for all procurement activities at the site
  • 4 team members (commodity managers), €200 M purchasing volume
  • Focus on aggressive cost reduction and initial build-out of procurement organization
  • Ensured long-term availability of key materials (e.g. silicon)
Feb 2006 - Jan 2009
3 years
United States

Director Purchasing

Siemens Medical Solutions U.S.A. Inc.

  • Responsible for full material management process (strategic, operational, planning) for Molecular Imaging Division
  • 25 staff (commodity managers, planners/buyers, advanced procurement engineers) at 2 sites; $300 M purchasing volume
  • Focused on integrating an acquired company (former CTI Knoxville)
  • Complete reorganization based on Siemens ‘World Class Purchasing’ methodology
May 2004 - Jan 2006
1 year 9 months
Erlangen, Germany

Director Commodity Management

Siemens AG

  • Worked in Power Generation Group, corporate purchasing Erlangen
  • Responsible for company-wide demand bundling of manufacturing materials
  • 10 staff (corporate commodity manager, sourcing specialists) at 5 sites (GER, USA, PL, CHN); €500 M purchasing volume
  • Focus on demand bundling, global sourcing, and managing sub-suppliers
  • Built lasting bundling organization (business-case based, process-driven)
  • Coordinated group-wide global sourcing activities
Jan 2003 - Apr 2004
1 year 4 months
Berlin, Germany

Director Purchasing

Infineon Technologies AG

  • Worked in Fiber Optics Division Berlin
  • Responsible for global strategic procurement activities of the division
  • 10 team members at 3 sites (GER, CZ, TWN); €65 M purchasing volume
  • Focus on sustainable cost reduction, global sourcing, target costing
  • Implemented procurement engineering concept
Nov 1999 - Dec 2003
3 years 2 months
Erlangen, Germany

Sr. Manager Purchasing

Siemens AG

  • Worked in Medical Solutions Group, Customer Service Division Erlangen
  • Responsible for global strategic spare parts procurement for installed medical equipment base
  • 5 staff at 2 sites (GER, USA); €300 M purchasing volume
  • Complete organization rebuild based on ‘World Class Purchasing’ methodology
  • Focus on supplier management, long-term contractual supplier commitment, and supply chain management
Nov 1997 - Nov 1999
2 years 1 month
Chemnitz, Germany

Purchasing Manager

Siemens AG

  • Worked in Automation & Drives Group, Chemnitz plant
  • Responsible for plant purchasing at Chemnitz site
  • 7 team members; €70 M purchasing volume
  • Managed sub-projects as part of restructuring
  • Focus on interface management with corporate strategic procurement and outsourcing of manufacturing services
Apr 1995 - Oct 1997
2 years 7 months
Berlin, Germany

Buyer

Siemens AG

  • Worked in Semiconductor Fiber Optics Berlin
  • Responsible for strategic purchasing of all electronic components (ICs, PCBs, hybrids, passive parts)
  • €10 M purchasing volume
  • Focus on global sourcing, time-to-market, and quality management
Oct 1992 - Mar 1995
2 years 6 months
Berlin, Germany

Sales Representative

Siemens AG

  • Worked at Berlin/Leipzig branch
  • Sales controlling and contract management
  • Commercial project handling for large-scale telecom systems
Germany

Definition of a flexible SCM concept in a highly volatile market environment

  • Context: Subsidiary of a mid-sized group (1,700 staff, €1 B sales) in Germany (solar)
  • Task: Ensure high-volume availability of silicon wafers with minimal cash exposure
  • Outcome: Created and successfully implemented a cost-risk-based hybrid procurement concept (optimized mix of frame agreement, in-house production, spot-buy);

Definition and institutionalization of a group-wide bundling organization

  • Context: Division of a large corporation (20,000 staff, €10 B sales) (power)
  • Task: Maximize bundling level of manufacturing materials
  • Outcome: Project-based handling of 18 categories (~€500 M purchasing volume) based on agreed business cases; realized €32 M savings; established corporate category managers with global mandates for 8 categories

Director Purchasing & Logistics

  • Context: International private university (education)
  • Task: Professionalize procurement and logistics processes
  • Task: Build strategic procurement function
  • Task: Implement new ERP system, automate catalog purchases (“no-touch”) with multi-stage approval workflow
  • Outcome: Current mandate

Rollout of company-wide e-catalogue solution with no-touch ordering process

  • Context: Mid-sized company (1,100 staff, €160 M sales) (pharma)
  • Task: Significantly boost procurement process efficiency
  • Outcome: Automated catalog purchasing (“no-touch”) with multi-stage approval workflow and credit memo handling; eliminated all manual orders (40% of total volume)
United States

Indirect Materials Procurement Campaign

  • Context: US headquarters of a large Swiss corporation
  • Task: Quickly deliver results for HR services and software licenses ($80 M)
  • Outcome: Hosted supplier day with 12 key suppliers; reduced billing factors, management fee, and VMS service fee ($850k)
Germany

Procurement projects in a 2-year restructuring

  • Context: Manufacturing unit (500 staff, €70 M sales) within a German corporate group (system business, automation)
  • Task: Quickly improve cost position to regain competitiveness
  • Outcome: Reduced material costs by €2.5 M via preferred supplier program, maximized internal bundling, outsourced mechanical prefabrication; outsourced and moved panel assembly to CZ; design-to-cost redesigns
Germany

Design of strategic spare parts procurement as a company-wide pilot solution

  • Context: Central service organization of a sector (6,000 staff, $1.8 B sales) within a German corporation (medical equipment)
  • Task: Design and implement strategic procurement
  • Outcome: Successfully rolled out all key processes in Germany and USA; ensured spare parts supply and supplier performance; improved global 4PL distribution network performance; implemented ship-to-stock concept to cut packaging effort (-€1.5 M)

Integrated procurement campaign for total cost reduction

  • Context: Mid-sized company (1,100 staff, €160 M sales) (pharma)
  • Task: Generate additional margin from materials through first-time category strategies
  • Outcome: Created business cases for 14 categories (direct and indirect); reduced material costs by €2.5 M; successfully established cross-functional sourcing teams

Cost reduction program for manufacturing and indirect materials

  • Context: Mid-sized wheel and caster manufacturer (600 staff, €90 M sales)
  • Task: Plan and execute integrated procurement campaign
  • Outcome: Reduced material costs by €1.7 M via tactical negotiations, managing sub-contractors, and supply chain optimizations
Germany

Cost reduction program for indirect materials

  • Context: Germany division of an international rail vehicle builder (900 staff, €300 M sales) (system business, rail vehicles)
  • Task: Negotiation initiative with key IT hardware/software suppliers (€51 M)
  • Outcome: Cut costs by €2.6 M; created and implemented a master-vendor concept

Lead Buyer CapEx Procurement

  • Context: Manufacturing site of an Asian vaccine maker (pharma)
  • Task: Independently award construction, sub-contractor services, and production equipment
  • Outcome: On-time, on-budget contracting for over 20 complex trades (budget > €60 M)

Head of Procurement Department

  • Context: Mid-sized wheel and caster manufacturer (600 staff, €90 M sales)
  • Task: Interim head of procurement department (9 staff)
  • Outcome: Ensured material availability, optimized inventories, developed and implemented staffing concept
Germany

Rebuild of procurement department, aggressive cost-down initiative

  • Context: Subsidiary of a mid-sized group (1,700 staff, €1 B sales) in Germany (solar)
  • Task: Ensure profitability and liquidity despite drastic price drops (~30% p.a.)
  • Outcome: Built strategic procurement; reduced material costs by €17 M; implemented broad productivity measures across operations
United States

Post-merger integration of a US company

  • Context: Division (2,000 staff, $1.2 B sales) of a US-based corporation (medical equipment)
  • Task: Full integration of procurement organization, process standardization, SAP rollout
  • Outcome: Raised organizational maturity by 2 levels (per World-Class Purchasing methodology); delivered $65 M savings in 3 years)

Sr. Sourcing Manager

  • Context: Entity in German banking industry (banking)
  • Task: Professionalize procurement processes
  • Task: Conduct complex tenders for software engineering contracts
  • Outcome: Restructured tender process, renegotiated several software service contracts, delivered on time and to specs for multiple software projects

Sr. Sourcing Manager

  • Context: Solar business unit of a German energy producer (solar)
  • Task: Develop and execute procurement strategies for PV components and IT services
  • Task: Build procurement processes
  • Task: Recruit and train staff
  • Outcome: Timely awarding of 4 categories (budget > €30 M); ensured material availability despite allocation
Germany

Complete reorganization of purchasing and procurement at a German mid-sized company

  • Context: Mid-sized company (1,110 staff, €160 M sales) (pharma)
  • Task: Adapt materials management to strong growth and rising demands from internationalization
  • Outcome: Professionalized procurement function; established strategic category management; introduced GMP-compliant processes; launched supplier quality engineering; significantly increased inventory turnover

Summary

  • Experienced procurement director with strong negotiation and assertiveness skills, international and cross-industry (automation, medical, pharma/biotech, solar, power, infrastructure, banking)
  • Strong execution capability, above-average analysis and design skills, versatile intercultural leadership in large corporations and mid-sized companies, solid process understanding including SAP-MM rollout
  • IT and controlling savvy
  • Many years of experience in strategic category and supplier management, global sourcing, contract management, sub-contractor management, design-to-cost for up to €300 M purchasing volume
  • Additional expertise in supply chain management and international service logistics
  • Proven success in restructuring and integration projects

Languages

German
Native
English
Advanced
Russian
Elementary

Education

Oct 1990 - Jun 1993

Hessian Academy of Public Administration and Economics

Business Administrator · Germany

Oct 1990 - Jun 1992

Siemens Apprenticeship Program

Industrial Clerk

Oct 1987 - Jun 1990

Naval Officers’ College of the People’s Navy

Nautical/Communication Technology