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Consultancy for the food industry

Work Experience

Companies where the Food Consultant has performed a leading role:
Examples of projects.
Improvement of operational result.
Situation: A new acquired factory (€ 6 million turnover) operates with a negative bottom line.
Task: Improvement of the operational result and presentation of future scenario’s to the board of directors.
Action: Analysis of the situation, implementation of a system to measure the operational efficiency, definition of improvement proposals and implementation.
Result: Operational losses minimized and increased of free production capacity from 30 to 60%. Advice to the board of directors to either increase production allocated to this site or close the site and transfer production to other locations.
Improvement of operational result.
Situation: The company has reduced her activities as a result of strategic reorientation.
Task: Adjustment of the operational activities to bring them in line with the present level of activities.
Action: Reduction and repositioning of staff, changes in processes and investments to increase efficiency, rationalization of the product portfolio and recipes, implementation of a purchase strategy.
Result: Reduction of the operational costs per unit of 20%.
Process optimization.
Situation: After renewing the factory (€ 40 million turnover) persistent quality problems occurred; even leading to product recalls.
Task: Solving the microbiological issues in the factory and reducing the percentage products off spec..
Action: Analyzing production data; formation of teams per issue; disassembling production lines to find the root causes; introduction of temporary additional cleaning schedules; improvements on hygienic design of equipment; optimization of the CIP (cleaning in place) program.
Result: Within six weeks the products were free of the microbiological contaminations.
Start up of factory.
Situation: Factory (€ 15 million turnover) was demolished by fire. Due to a recent relocation of the factory the majority of the staff was newly hired and inexperienced.
Task: Responsible for product quality, training of the employees and start up of the production lines.
Action: Execute training on the job; enforcing equipment suppliers to rebuild machines according to required specifications.
Result: First supplies to the market four weeks after the fire. HACCP certification within 6 months.
Managing two factories and preparing the sale of the company.
Situation: Food company (€ 20 million turnover) with two factories. The owner wants to retire and sell the company.
Task: Responsible for the operations and preparing the organization for selling off.
Action: Running the organization (75 employees). Changing the organizational structure (reduce dependency on the owner). Harmonization of the two factories..
Result: New organizational structure operational after six months. The company was sold after twelve months.
Assessment of central quality policy
Situation: The company (80 mln € turnover/year) is a fusion of four companies, each of them having their own quality policy.
Task: Realizing a central quality policy.
Action: Stipulating the desired quality level after investigation of the state of the art at stakeholders such as clients and parent company. Implementation of quality systems such as BRC, ISO9001 and AIB. Introducing central procedures for specifications, declarations and complaint (recall?) procedures.Transfer of quality tasks from the quality department to shop floor. Designing education scheme’s for production personnel to enhance the improvements.
Result: Obtaining the BRC A status, ISO 9001 and AIB score > 800 points (unannounced audits) for all activities and locations Implementation of declarations, specifications and certificates in SAP. After 3 years all quality tasks which can be executed on the shop floor are transferred to production.
Modification of purchase policy
Situation: Increasing number of issues (?) with intermediate trade, quality problems and insufficient insight in the supply chain.
Task: Transfer of purchases of raw materials (purchase value 40 mln €/year) from the intermediate trade to direct purchases in the countries of origin (often outside the EU).
Action: Building of a project team (purchasing, quality, sales). Creation and analyses of portfolio and risk profile raw materials. Elaborate tacticle plan and implementation.
Result: After 3 years 50 % of purchase volume directly from countries of origin.
Defining business rules and management on forecast
Situation: A company (80 mln € turnover/year) with a very big number of different customer agreements on delivery times, quantities and packaging per product. About 25 % of the turnover has been determined by forecast in the ERP system.
Task: Standardization of customer agreement and a forecast of the complete turnover in the ERP package.
Action: Determination, with plant managers, of the relation between change over times, run lengths and production capacity. Listing of present agreements and turnover per customer. Formation of standard packages and turnover per product range, in consultation with the plant and purchase managers. Assessment of agreements and drawing of a blue print for the adaption of the ERP package. Coaching of sales staff to improve the reliability of the forecast.
Result: Business rules are defined and confirmed with signatures of directors, plant managers and sales directors. Adaptation of ERP system. First operational results after 6 months.
Outsourcing of activities
Situation: Extension of production capacity requires the construction of a new store or the use of the store for finished products.
Task: Execution of a feasibility study and implementation (in case of a positive decision) of outsourcing storage finished product, order picking and transport to thirds (total 3 mln €/year).
Action: Execution feasibility study. Tenders by logistic companies and implementation of the project.
Result: Project completed within 5 months after start feasibility study.

Companies where the Food Consultant has performed a leading role:
2008 – present Consultancy for the Food Industry.
Senior consultant
2003- 2008 Unifine BV/Intertaste BV (Producer of spices, herbs, sauces and dressings. Turnover € 90 mln., 300 employees, two factories). Previously owned by Royal Cosun and presently owned by Clearwood BV.
Manager Operations (Purchase, Supply Chain, Quality Assurance (QA) en Quality Control (QC)).

2002 – 2002 Samba BV (producer of snacks, turnover 10 mln., 40 employees).
Ad Interim Projectleader ( Production, QA en QC).

2000 - 2001 Sabatasso/Monte (Producer of pizzabases and deepvrozen pizza’s.
Turnover 20 mln, 80 employees, 2 factories).
Ad Interim Productiondirector.

1992 – 2000 Royal Zeelandia BV (producer of baking ingredients)
Plantmanager factory in Veenendaal (35 employees).
1989 – 1992 Lidco en Guysuco (dairy companies in Guyana)
Production manager.
1987 – 1988 LSBL (in Company training for the Food Industry)
consulent/teacher at . Campina, Masterfoods, Allied Breweries.

Education

2007 – 2009 MBA, (Global OneMBA: Erasmus Universiteit Rotterdam, UNC Kenan Flagner Washington, Tecnologico de Monterrey, FGV Sao Paolo, Chinese University of Hong Kong)
2004 - 2005 European Senior logistician (European Logistics Association)
1999 Management training (Krauthammer).
1985 – 1987 Teaching degree Food technology.
1980 – 1985 BSc. Foodtechnology.

Skills

Are you searching for a strategic partner who:
• Has more than 20 years of experience in all operational disciplines as purchase, production, supply chain and quality?
• Gives advice on a strategic level and implements on the shopfloor?
• Assists you in sorting out your problems?
• Does not only analyze and report, but also delivers the result?
• Implements improvement with you and your team?
• Has a passion for food?

Languages

Dutch
English

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