Jens (Marius) Hütwohl
External Consultant
Experience
Jan 2025 - Mar 2025
3 monthsSwitzerland
External Consultant
Price Waterhouse
- €850M revenue; focus on auditing/consulting; 3,850 employees
- SCM project manager
- Led a client project in procurement
- Client project: procurement organization for a ministry (€3B purchasing volume/850 employees)
- Successful concept development for supplier classification
Apr 2024 - Nov 2024
8 monthsExternal Consultant
SSC Management Consult GmbH & Co KG
- €25M revenue; focus on restructuring/turnaround; 22 employees
- SCM project manager
- Led client projects in procurement
- Client Project I (04-07/2024, mid-sized manufacturing company - €70M revenue/450 employees, plastics technology):
- Segmentation into strategic and operational procurement
- Defined roles for strategic/operational buyers
- Defined interfaces between operational procurement/production/sales and strategic procurement/quality/product development
- Client Project II (08-11/2024, mid-sized manufacturing company - €120M revenue/630 employees, battery technology):
- Advised on new software to reduce inventory value and ease operational procurement
- Introduced statistical customer forecasts and a purchase suggestion system including automated rescheduling suggestions for placed orders
Jan 2018 - Feb 2024
6 years 2 monthsHead of Supply Chain Management
Skylotec GmbH
- €120M revenue; personal protective equipment industry; 1,000 employees
- Responsible for purchasing (raw materials/equipment/services), logistics (inbound/intra/outbound), order processing and SCM
- Purchasing volume €80M
- Headcount 50 FTE, 3-tier hierarchy
- Achievements in purchasing:
- Introduced commodity group structure, purchasing controlling and organizational split into operational and strategic procurement
- Launched lead purchasing functions within the group
- Early integration of strategic buyers at the start of innovation projects
- Implemented total cost approach (product/transport/quality)
- Supported MoB and insourcing of production technologies
- Eliminated agency purchases by building direct sourcing in Asia
- Re-sourced various A-items in best-cost regions (China/Eastern and Southern Europe)
- Insourced various product ranges to use free capacity of acquired companies (5% ratio)
- Streamlined assortment with product management and sales (-2% cost of goods sold)
- Established an annual cross-functional project planning process with quality and R&D to secure staffing needs
- Stabilized supplier-transport-delivery chains during COVID-19 and Ukraine conflict
- Drove inventory controlling to reduce COVID-related overstock (-8%)
- Renegotiated COVID/Ukraine price increases (-4% of purchasing volume)
- Created transparency on purchasing projects using JIRA
- Optimized the entire logistics service network for inbound/outbound logistics (30% ratio)
- Introduced new fleet service providers (12% ratio)
- Reduced stock cover by 10%; average annual real-term purchasing cost reduction of ~1.5% p.a. until COVID; improved supplier OTIF by 12%
- Achievements in logistics:
- Planned, built and transferred logistics systems/processes/personnel for new production sites (Engineered Systems/Respiratory Masks/Sports)
- Introduced a robot-controlled small parts storage system (minus 4 FTE)
- Developed a drawer concept for an automatic pallet storage system including new building and cost calculations (higher space efficiency)
- Implemented 5S (order & cleanliness in lean management) including KPIs
- Introduced market-competitive wages and a bonus system to improve staff quality, cutting FTE by ~30% and largely eliminating temporary workers
- Achievements in order processing:
- Took over customer service team and introduced KPIs to prevent errors and ensure timely order entry
- Achievements in SCM:
- Linked planning in procurement, production, sales, logistics and subsidiaries by introducing advanced planning software (DISKOVER)
- Improved the S&OP process to secure mid-term production capacities and materials
- Increased on-time delivery performance from 70% to over 90%
- Project lead new respiratory mask business (2021):
- Selected suitable plant site, activated all SCM functions and managed product development (20 FTE); then handed over to new business lead
Apr 2006 - Jun 2012
6 years 3 monthsBoard Member until 12/2006 and then Sole CEO
MIK International AG
- €10M revenue; barn equipment industry; 15 employees
- Responsible for purchasing, product development, new business areas and later overall company management
- Purchasing volume €7M
- Headcount 15 FTE, 3-tier hierarchy
- Increased revenue by 20%
- Legal proof of product piracy by former board, former owner and colluding key suppliers in 2007/2008
- Handled major legacy issues (product complaints and stopped development of non-marketable products)
- Qualified the supervisory board
- Modernized/expanded assortment to stabilize revenue, reduce volatility and enter more price-sensitive markets
- Successfully expanded sales in Eastern Europe and Latin America
- Internationalized procurement to Asia
- Implemented modern software for product development and construction planning
- Created data transparency/quality and meaningful metrics for sales and controlling
- Introduced a performance-based bonus system
- Reorganized banking systems and added financing forms (factoring/leasing)
- Advised supervisory board in 2011 to increase liquidity through investors to become a full-service barn equipment provider
- Majority sale of the company in 2012
Jan 2001 - Mar 2006
5 years 3 monthsFrankfurt, Germany
Head of Trade Sales and Distribution
Frankfurter Allgemeine Zeitung GmbH
- €400M revenue; newspaper production; 600 employees
- Responsible for wholesale/retail, train/airline sales, sales marketing, distribution, IT sales service and order processing
- Revenue responsibility €25M
- Headcount 35 FTE, 3-tier hierarchy
- Enforced reduced trade margins vs. wholesale association (-5%)
- Restructured national field sales with 20% FTE reduction while optimizing customer support
- Redesigned the entire promotional materials range for trade
- Slimmed organization by moving voucher subscription management to central subscriptions, IT service to central IT and trade secretarial to overall sales secretariat
- Set up an innovation forum in sales to systematically develop and run innovation projects
- Introduced SAP Data Warehouse for data transparency and sales controlling tools
- Implemented a professional complaint management system to evaluate logistics providers
- Helped design a database to link sales, marketing and editorial activities across departments
- Built a national distribution system “from scratch” for the Sunday newspaper; initial revenue ~€12M and major circulation growth (most successful newspaper launch since the ’90s)
- Served as FAZ shareholder representative on seven wholesale companies and held various industry association roles (VDZ, BDZV)
Oct 1999 - Aug 2000
11 monthsHead of Board Project Business Development “Adhesive Technologies”
Hilti AG
- €3B revenue; construction tools industry; 10,000 employees
- Headcount 12 FTE
- Developed “Adhesive Technologies” business field with a 12-member global project team
- Obtained board and international management approval of the business plan
Nov 1998 - Sep 1999
11 monthsProgram Manager Implementation of Hilti Procurement Strategy in Central Purchasing as Part of Management Team
Hilti AG
- €3B revenue; construction tools industry; 10,000 employees
- Finalized and successfully implemented Hilti procurement strategy
- Reporting to purchasing management and overarching supply chain committee
Apr 1997 - Oct 1998
1 year 7 monthsStrategic Buyer Motor Components
Hilti AG
- €3B revenue; construction tools industry; 10,000 employees
- Purchasing volume €35M
- Cost reduction of
€1.8M (5%) - Successfully eliminated a key supplier with €12M purchasing volume through re-/insourcing (project lead)
- Piloted & later activated the Design for Manufacturing & Assembly tool in toolbox for system-based cost optimization of existing designs (project lead)
- Make-or-buy decisions for existing assembly lines (team member)
- Product benchmarking for an assembly plant (team member)
Summary
Realignment/management of procurement organizations in mid-sized manufacturing companies (internationalization/centralization/strategic realignment)
Handling all commodity areas such as raw materials, auxiliaries, operating supplies, equipment and services
Automation/digitalization of processes
Restructuring organizational setups
Implementation of new software systems
Building ERP-based reporting and KPI systems
Management of complex, interdisciplinary projects
Management by objectives
Situational, appreciative leadership
Open to innovation
Forward-thinking
Creative
Goal- and result-oriented
Structured
Focused
Strong negotiator and executor
Languages
German
NativeEnglish
AdvancedSpanish
Elementary Education
University of Bayreuth
Intermediate Diploma · Business Administration · Bayreuth, Germany
University of Zurich
Degree, focus in Procurement · Business Administration · Zürich, Switzerland
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