Head of Supply Chain Management

• Responsible for purchasing, logistics, order processing and SCM functions (approx. 50 FTE).
• Purchasing volume approx. 70 million.
• Introduced central purchasing for Asian items for sister company in Hungary (volume bundling) and opened supplier bases for group companies.
• Insourced various product ranges to use spare production capacity of acquired companies in Italy, Slovenia, Romania and Sweden and cut costs (avg. -5%).
• Streamlined assortment in close cooperation with product management and sales (improved goods usage rate by 2%).
• Established an integrated annual project planning process with quality and R&D to secure necessary resources.
• Stabilized supplier-transport-delivery chains during the COVID-19 pandemic/Ukraine conflict.
• Pushed inventory control to reduce COVID-related overstock (-8%).
• Renegotiated COVID/Ukraine price increases (-4% of purchasing volume).
• Consecutive professional development of two strategic buyers to take over purchasing team leadership (2018-2020 and 2020-2023).
• Created transparency on purchasing projects using JIRA project management and linked them with corporate initiatives (program management).

Logistics:

• Planned, built and transferred logistics systems/processes/staff for new production sites (engineered systems/respirators/sports business fields).
• Introduced a robot-controlled small parts warehouse system (-4 FTE).
• Developed a drawer concept for an automatic pallet warehouse system including new building and cost calculation (increased space efficiency).
• Introduced 5S (order & cleanliness under Lean Management) including KPIs.
• Introduced market-based wages to improve staff quality including a bonus system based on a new employee appraisal system to reduce FTE by approx. 30% while largely eliminating temp workers.

Order Processing/Export:

• Took over the customer service team and introduced a KPI system to prevent errors and ensure timely order recording.

SCM:

• Closer integration of planning in purchasing, production, sales, logistics and sister companies by introducing advanced planning software (DISKOVER).
• Improved the S&OP process to secure medium-term capacity.
• Increased on-time delivery performance from 70% to over 90%.

Respirator Business Development (2021):

• Chose a suitable factory location, activated all SCM functions and managed product development.
• Project organization with approx. 20 staff and approx. 30 FTE after site activation.
• Handed over the business field to the newly appointed business unit manager.

• Functional responsibility for purchasing, product development, new business fields and then overall company management.
• Legally confirmed proof of product piracy by former board, former owner and collaborating key suppliers in 2007/2008.
• Managed massive, existential legacy issues (product complaints and development halt for non-marketable products).
• Reconstituted the supervisory board.
• Modernized and expanded the assortment to stabilize sales, reduce volatility and enter more price-sensitive markets.
• Successfully expanded sales in Eastern Europe and Latin America.
• Internationalized purchasing toward Asia.
• Introduced modern software for product development and construction planning.
• Created data transparency/integrity and meaningful KPIs for key business areas.
• Introduced a performance-based employee bonus system.
• Restructured the banking system and added financing methods (factoring/leasing).
• Recommended to the supervisory board in 2011 to attract investors for participation/acquisition.
• Sold the company at market value in 2012.

• Developed the "Adhesive Technologies" business field with a 12-member global project team.
• Secured board and international management committee approval of the business plan.

• Responsible for the motors components commodity group with an annual purchasing volume of approx. €35 million; achieved cost reductions of approx. €1.8 million in 1997.
• Successfully eliminated a key supplier with €12 million purchasing volume through re-/insourcing (project leader).
• Piloted and later activated the Design For Manufacturing & Assembly tool in the toolbox for systematic cost optimization of existing designs (project leader).
• Supported make-or-buy decisions for existing assembly lines (team member).
• Conducted product benchmarking for an assembly plant (team member).