Business Process Improvement Lead

• Improvement of the main business process.
• Introduction of location-managed warehouses.
• Implementation in ERP.

Led the optimisation of core supply chain processes and introduction of planning software during a major business model shift to CorVAC (Covid-19 vaccine) production.

• BioNTech rapidly expanded its CorVAC network from 10 to 25 sites, facing challenges of non-existent processes and inexperienced staff in a manufacturing context.
• Objectives included optimising decoupled short/long-term production planning, introducing planning software (COPP- CorVAC PP, later Rapid Response) to replace Excel, and managing regulatory requirements across target markets.
• Ensured transparency in material flow, robust delivery control, and planning for -75°C storage capacities.
• Analysed, selected, and introduced 'off-the-shelf planning software' with a go-live after 20 weeks.
• Visualised planning processes, implemented backward (short-term) and forward (long-term, demand-driven) planning, and developed overarching planning premises.
• Established consistency via a 'single point of truth constraint file', defined planning horizons, and co-introduced a 'frozen period' for network stabilisation.
• Developed batch coding logic for information transfer across production stages.
• Presented an improved SCM structure, linking planning departments, clarifying roles, and reducing complexity.
• Established a cross-functional forum (Supply/REG/CMO/Tech Transfer/Processes & Systems, QC, QA) for harmonised PPQ overview.
• Integrated regulatory requirements into planning, significantly increasing output.
• Developed an onboarding strategy for new CMOs and established robust planning agreements with partners Pfizer/Fosun.
• Trained staff on capacity and demand-oriented planning and prepared the S&OP process.
• This involved developing a new comprehensive supply chain for all business areas and optimising production planning and control.
• Drove the integration of plants into a production network and supported the conversion to demand-driven planning.

Led the conception and introduction of a new supply chain strategy and structure as part of a turnaround for the supplier of ship operating systems and technology.

• The company faced declining earnings, a loss-making situation, changes in ownership, and an incomplete ERP implementation.
• Challenges included lack of warehouse responsibility, material traceability issues, late/missing deliveries, and inefficient purchasing.
• Objectives involved process optimisation, restructuring supply chain processes, achieving transparency in material flow, and robust delivery control.
• Assumed disciplinary leadership as Warehouse Manager, then as global Supply Chain Director (35 FTE excl. sub.).
• Recorded current state, defined target state with stakeholders, and established binding internal collaboration rules (e.g., ERP tracking for all goods movements).
• Presented an improved SCM structure, reducing redundancies and complexity, with documented processes.
• Restructured the entire flow of goods (purchasing, work preparation, warehouse, export, spare parts business).
• Clarified roles, responsibilities, and interfaces, incorporating internal customer requirements.
• Organised material flow, improved delivery capabilities, and introduced location-managed warehouses (implemented in ERP).
• Implemented prefabrication concepts, strategic component management, and standardisation of product groups, assemblies, and material catalogues (digitised and implemented in ERP).
• Standardised enquiry, ordering, requirements determination, and delivery processes, resulting in personnel reduction of approx. 30%.
• Provided advice on supply logistics and handed over to a permanent job holder.

Led the integration of material flow streams and introduced a SIOP process for Accuride Wheels Europe/Asia (AWEA) following the acquisition of Mefro Wheels Group, contributing to a turnaround and restructuring.

• Accuride Wheels Corp. was integrating the newly acquired Mefro Wheels Group with 8 plants (4 EU / 4 Asia) amidst a loss-making situation and an ongoing restructuring program.
• Challenges included a complex Europe/Asia business environment, high-risk SCM/procurement contribution to restructuring, varied ERP/master data levels, and a lack of strategic supply chain expertise.
• Key objectives were driving change towards a company-wide AWEA network (processes, people, data), leading implementation of 'state of the art' goods flow structures and tools (managing >€300m expenditure), contributing to procurement success and synergy savings, achieving material flow transparency, robust delivery control, and reducing inventories/MRO.
• Conducted process analysis, defined new purchasing processes, and implemented category management with a market-driven product group structure.
• Prepared and implemented a SIOP process and integrated planning/IBP in the AWEA network.
• Corporate Procurement AWEA made a double-digit percentage contribution to restructuring results.
• Improved process efficiency in the network and plants (transport, rework, idle times, overproduction).
• Made material flows visible and controllable via ERP data (roadmap created).
• Linked demand planning to capacity and production planning.
• Achieved significant inventory reduction (double-digit percentage) with improved delivery capability.
• Realised Supply Chain Synergy Savings beyond targets.
• Built a new SC team and managed handover to a permanent job holder.

Led the development of a networked and comprehensive S&OP process for 4 Business Units and supported an SAP system upgrade (IBP Demand).

• The multinational fresh produce group faced challenges including no cross-BU strategy, fragmented planning processes, missing optimisation objectives, and insufficient data quality during an SAP IBP Demand upgrade.
• Objectives were to optimise core processes, restructure supply chain processes through BPM workshops, harmonise cross-BU processes, increase transparency and productivity, and establish Integrated Business Planning (IBP) with an agile S&OP process chain.
• Launched a cross-functional S&OP project, defining planning processes (strategy to forecast) and execution requirements.
• Linked strategy, multi-year planning, and annual plan down to a monthly rolling forecast.
• Defined and coordinated cross-BU S&OP elements (processes + KPIs) and developed uniform demand prioritisation criteria visible in article data.
• Presented an improved SCM structure, reduced complexity, and documented processes with visualisations.
• Implemented overarching planning premises/decision criteria and clarified responsibilities with transparent communication.
• Developed a standardised and improved data/article structure in ERP.
• Established S&OP processes, interfaces, metrics, roles, and responsibilities.
• Implemented overarching demand planning with a tactical horizon and supported the introduction of new systems (SAP IBP Demand).
• Provided advice on supply logistics and handed over to the permanent SCM process owner.

• Successfully initiated and implemented restructuring measures.
• Developed and realised location and warehouse concepts.
• Consolidated capacities.

• Reorganisation of (internal/external) storage processes.
• Routed flows of goods via a European central warehouse.

Managed global categories with a spend > 100 Mio €. Key project included:

• Reorganisation of (internal/external) storage processes.
• Routing flows of goods via a European central warehouse.

• Development of solvent-free adhesives.