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Jens (Marius) H.

External Consultant

Unkel, Germany

Experience

Jan 2025 - Mar 2025
3 months
Switzerland

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 months

External 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 months

Head 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 months

Board 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 months
Frankfurt, 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 months

Head 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 months

Program 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 months

Strategic 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
Native
English
Advanced
Spanish
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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