Management Consultant for Procurement | Supply Chain Management | Strategy

Set up of my own consulting business, specialzed on procurement, supply chain, operations and general improvement projects. Clients range from big public infrastructure organizations and publicly listed cooperations to privately owned companies. Besides providing consulting services for my clients, I am helping them to develop their organizations and training and coaching their employees on the job.

Designing an employee-induction and development program for a subsidiary of a global company (worldwide 140 procurement employees). Developing a procurement competency assessment, including external feedback and self- assessment for project procurement.

Within a monopoly situation helping a major German infrastructure client to negotiate the extension of an existing operations unit with a total investment value of € 170 million. A detailed cost analysis and target costing exercise followed by the orchestration of the negotiation team led to a savings by far overachieving expectations.

Restructuring the procurement organization of a welded stainless steel tubes manufacturer with a spent of more than € 160 million. Re-engineering the procurement processes, introducing e-Procurement, focusing the organization on strategic sourcing and identifying significant savings potentials. In addition implementing a project management methodology and state of the art CAPEX procurement.

CZEWO Full Filling Service was a leading, international company with over 40 years of experience in contract manufacturing of aerosols and liquids for body, hair and oral care, household and technical products with an annual production capacity of more than 200 million aerosols and 160 million liquids. With 600 employees and 3 production facilities in Germany, CZEWO had annual sales of € 140 million.

General Manager Supply Chain Managment & Purchasing

As a member of the management team I was responsible for supply chain management (SCM) organization and the purchasing departments, as well as for ICT. Each plant has about 30 people in the SCM and purchasing has nine people in total, of which three were strategic buyers.

Managing the strategy process of the CZEWO group. Leading the management team to define objectives, goals, strategies and measures on a group, plant and functional level.

Streamlining purchasing processes for minor material and service purchases by e-procurement and focusing the purchasing staff on strategic sourcing, cost savings and supplier development. Improving the customer orientation of the plants by establishing strong SCM organization as prime operational customer contact.

General Manager Bad Schmiedeberg

I was General Manager at the CZEWO plant in Bad Schmiedeberg and responsible for all commercial matters. This plant has 190 employees and a turnover of € 46 million. Its prime focus is the fast moving consumer goods (FMCG) industry as well as small to medium-sized technical customers. The re-adjustment of the plant strategy has led to a continuous improvement of turnover and profitability by concentration on the FMCG industry for cosmetic and high-end household products.

Leading of an important customer project for the site to boost capacity by 25 percent. This includes the installation of new equipment, selection and induction of new employees, suppliers and processes.

Pfleiderer AG is one of Europe’s leading systems providers of engineered wood products consisting of a broad range of carrier materials, surface- finished decorative panels, laminate finishes, high-pressure laminate elements and laminated flooring. With nearly 6,000 employees and 19 production facilities in Germany, Poland, Russia, Canada and the United States, Pfleiderer AG achieves annual sales of € 1.4 billion.

Head of Purchasing & Transport, Pfleiderer Engineered Wood West (EWW)

As EWW management team member (turnover € 800 million), I was responsible for “Purchasing & Transport” organization, consisting of two operational companies – JURA and Interwood - and the central purchasing department. In total this organization had 21 strategic buyers and a budget of € 500 million; from logistics to wood, paper and technical items to chemical products.

General Manager, JURA Speditions GmbH (07/2005 – 05/2007)

I was appointed General Manager of the JURA Speditions GmbH with a turnover of about € 60 million and 97 employees (including 78 truck drivers).

General Manager, Interwood GmbH (01/2004 – 05/2007)

In addition I was named General Manager of Interwood GmbH (turnover € 160 million). Purpose of Interwood was the purchasing, mobilization and trading of wood (timber, recycling materials and saw mill residues) to supply the plants and to generate a competitive advantage. Purchasing Director, Pfleiderer Engineered Wood West (04/2002 – 05/2007)

As Purchasing Director of the EWW, I was responsible for an annual budget of € 280 million. I successfully managed the transformation from five independent purchasing departments (staff of 36 people) to a central organization for strategic and operational purchasing (staff of 21 people, including 10 strategic buyers). This reorganization generated synergies and led to increased department efficiency. As a result, purchasing was the major contributor to Pfleiderer’s cost savings programs.

The Euskirchen plant (near Cologne) was P&G’s diaper production and development site in Europe. With more than 1,800 employees it was also the largest production facility for baby care products within the EMEA region.

As Purchasing Leader I managed a staff of 7 and was responsible for an annual budget of US $ 60 million, mainly for equipment, services, engineering, spare parts and operating supplies. Deep integration of purchasing into the development process, as it was P&G’s competitive advantage to design and build its own production equipment. Increased the cost savings targets and established Euskirchen’s purchases as a role model in Europe on how to organize and head a purchasing department.

As Project Management System Owner I established the structures, organizational structure and tools to enable the plant to fulfill the requirements of the Capital Management Key Element Assessment, leading to an outstanding rating of 87%, which was at that time the global P&G benchmark.