Freelance Project Lead (Area: IT & Organization)

Project B: Sales, logistics, production planning and procurement with SAP R/3:

• Controlling of production relocation to Romania
• Contribution margin calculations at component level as part of the relocation to the production site in Romania
• 2024 budget planning – material usage, capacities, inventory valuation, personnel planning
• From January 2024 responsible in Füssen for logistics, procurement, production control and planning
• Optimization of SAP for production planning in Romania
• Coordination of sales processing and deliveries from Füssen

Project A: Installation of a new product line (Duration Feb. 2023 – Jan. 2024):

• Project setup for production, logistics, organization, controlling
• Concept for the packaging of these products
• Creation of capacity planning, determination of personnel requirements for the project
• Improvement and simplification of processes for this new product line during pilot production

Project B: Installation of OEE process for the standard business process in connection with AP+ (Duration Jul. 2023 – Sep. 2024):

• Coordination of capacities and order planning in the overall process
• Comparison of target vs. actual times in production and identification of potential optimizations
• Improvement and simplification of processes in organization, software and production
• Alignment of existing key figures in the AP+ ERP system
• Installation of AI dashboards in AP+ for Shopfloor Management (SFM)

Optimization of office organization and IT infrastructure:

• Replacement and renewal of existing client PCs with upgrade to Windows 11
• Mobile workstations with laptops and docking stations
• Introduction of Office 365 and integration with the DVAG system
• Revision of standard applications used in daily office operations
• Data storage in SharePoint instead of local NAS, enabling use in home office
• New permission structure for users
• Use of Microsoft accounts for profile synchronization
• Reorganization of document scanning process with data storage in SharePoint
• New data backup concept in addition to the Microsoft Cloud solution
• Introduction of new data structures: revision and separation of existing data into active, inactive, private, business
• Simplification of processes
• Increased data security, improved security
• Permanent data availability at all internal and external workstations

Product areas: manufacturing and distribution of legwear for women and men, outerwear. Industry: textile. Sales in 1993: approx. €300 M. Areas of responsibility: work preparation, logistics, production, IT, customs, controlling.

• Comprehensive interdisciplinary expertise
• Skilled in leadership and motivation
• Quick comprehension and strong customer focus
• Entrepreneurial thinking and action
• High social competence and integrity
• Creative engineer focused on processes and process costs
• Experienced and successful in project management for IT, logistics and production

Excerpt from projects as executive, project manager or key user:

• Project 1: Implementation of planning system (1994–1995)
• Monthly planning with quantities and values at item and group level
• Forecast calculations for standard items based on historical data
• Forecasting of fashion items based on historical data
• Improvement of planning variances
• Reduction of processing time
• Project 2: Implementation of sales planning system (1996)
• Determination of primary requirements considering stock, safety stock and planning data, production orders
• Reduction of inventory, improvement of delivery
• Project 3: Implementation of capacity calculation (1997–1998)
• Introduction of capacity groups on bottleneck operations at four production sites for the Kunert, Hudson, Burlington brands
• Reduction of idle costs
• Increase of delivery reliability of plants
• Project 4: Internet (1998)
• Preparation and implementation of Kunert AG’s internet presence
• Design of a web shop with inventory integration for Kunert Fashion GmbH
• Digitization of Kunert AG’s information system for shareholders
• Increase of Kunert brand’s online presence
• Project 5: ISO 9001 Certification (1997–1998)
• Certification of Kunert Fashion GmbH according to ISO 9001 including creation of the QMB manual
• Standardization of business processes and fulfillment of market certification requirements
• Project 6: Logistics (1998)
• Introduction of batch numbers in Kunert AG’s ERP system as a differentiating criterion in warehouse and production in addition to article ID
• Reduction of packaging costs
• Improvement of planning for price changes and packaging changes
• Project 7: Field Service Software Control (1998–1999)
• Introduction of Lotus Notes as mail system with Gedys databases for field service order entry
• Transmission of master data: customers, prices, items
• Transmission of customer orders, sales and distribution data from history
• Reduction of order processing times
• Improved information system for field service
• Project 8: Year 2000 Software (1999)
• Preparation and verification of all systems, programs, applications for Y2K compliance or replacement/acquisition of suitable systems
• Prevention of system failures at year change
• Project 9: ERP System (1999–2000)
• Introduction of Infor AS as ERP system at Stuttgart site
• Replacement of legacy hardware & software with standard software
• Project 10: ERP System (2000–2001)
• Reengineering and introduction of Infor AS as ERP system at Immenstadt site
• Introduction of standard software in the group
• Reduction of software maintenance effort
• Project 11: ERP System (2002)
• Design/implementation of data warehouse for sales statistics
• Reduction of paper consumption by discontinuing old statistical reports and central controlling of sales data
• Project 12: Logistics (2003)
• Design/implementation of relocation of logistics center from Mindelheim to Immenstadt
• Reduction of logistics costs for these products
• Project 13: Logistics (2004)
• Design/implementation of relocation of Hudson logistics center to Immenstadt
• Reduction of logistics costs for these products
• Project 14: Controlling (2005)
• Development of inventory reporting with a data warehouse
• Design of MIS system for cost center controlling with connection to optical archive for document display
• Reduction of inventory and central controlling of cost centers
• Project 15: Logistics (2006)
• Design/implementation of relocation of Burlington logistics center to Immenstadt
• Reduction of logistics costs for the Burlington brand
• Project 16: ERP System (2007)
• Introduction of Infor AS as ERP system for Burlington
• Relocation of Burlington site to Immenstadt
• Reduction of administrative costs for the Burlington brand
• Project 17: Production (2007)
• Development of key performance indicators for production in Immenstadt and Morocco
• Feedback and progress bookings of production orders by completion percentage and rescheduling of delivery date
• Optimization of delivery reliability
• Improvement of production costs
• Project 18: Production (2006–2008)
• Relocation of production from Hungary to Morocco
• Reduction of production costs for these products
• Establishment of joint venture in China (Qingdao) for 200 knitting machines with connection to Immenstadt production control (AS/400 I-Series)
• Reduction of production costs for these products
• Project 19: ERP System (2008)
• Infor AS ERP release upgrade from version 1.2 to 2.2
• Update of ERP system to current state
• Activation of additional standard modules in Infor AS such as customs and address checks
• Project 20: Production (2008)
• Relocation of coarse knitting department in Germany to Morocco – 300 knitting machines
• Connection to Immenstadt production control (AS/400 I-Series)
• Reduction of production costs for these products
• Project 21: Financial Accounting (2009)
• Consolidation of 6 subsidiaries in MAS90 financial accounting and synchronization with Infor AS
• Alignment of cost center plans
• Development of new reporting system structure and profit & loss reporting
• Development of liquidity planning including open items, payment terms and purchase orders
• Reduction of time required for month-end closing
• Project 22: Logistics / ERP System (2010)
• Relocation of Hudson items to Ecom distribution center in Berlin
• Connection of Herlitz field service to Infor AS for order processing
• Utilization of existing Herlitz infrastructures for field service and logistics
• Project 23: Knitting Production (2010–2011)
• Design and implementation of partial relocation of fine knitting department to Morocco – 160 machines
• Reduction of production costs for these products
• Project 24: ERP System (2012)
• Automation of customs processing – customs invoice – passive finished goods processing – proof of origin – preference rights – sanction list address checks
• Reduction of effort for customs processing
• Project 25: ERP System / Controlling (2013–2014)
• Infor AS ERP release upgrade from version 2.2 to 3.1
• Optimization of inventory valuation and contribution margin calculation at plant and item level