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operations manager;logistics manager

Werkervaring interimmanager

Tyco Safety Products BV. (TSP): 7/1998 - 2 /2005.
European Distribution Center.
General Manager. Reporting to European Operations Director of TSP.
Responsibilities:
·Supply Chain & Logistics EDC for all security products (incl. shelf life sensitive products) in EMEA region, approx. 8,000 SKU’s.
·Develop and support change to improve overall operational performance & cost awareness (Six Sigma)
· Budget, P/L, sales responsible and the daily management of a EDC with 120+ staff including temps; operational responsible for 3 sites: Echt (Nl), Lyon (Fr) and Barcelona (Sp).
·Project Manager for EDC warehouse merge, built up, layout, system design and sorter installation.
·SMART EDC KPI’s and Service Level Agreements (SLA) with internal and external Customers.
·Organizational development and rationalization of different sites.
·Participated in various projects e.g. Forwarder / Transport selection, 3PL contracts, Local Routes to Market, Warehouse automation (RF, RFID, sorters), environmental awareness, Safety, ISO etc.
Results:
·Setting up EDC (Echt) and 2 satellite warehouses (Lyon and Barcelona), reverse logistics unit, managed and evaluated the services provided by the 3PL.
·Implementation of JDE One World with RF and RFID (WMS, MM)..
·Reduced absence due to sickness from over 10% to 2.1%.
·Cost savings achieved due to tendering, selecting, managing and periodically assessing service providers (forwarders, 3PL, temporary staff agencies and consumable suppliers) and finished goods suppliers.
·Built strong relationship with European retailers (Inditex, Carrefour, Beijenkorf, Walmart and Real).
·Successful implementation of direct to retail deliveries and ‘milk run’ principle in Western Europe.
·Achieved additional sales and operations in value added service, packing and kitting operation.
Some key data:
·Serving over 2,000 Customers, sales throughput in excess of € 250 million per year.
·European Distribution centre 10,000 sqm 5,000 bin locations, (high rack, drive inn, bulk and shelving).
·Up to 5,000 order lines per day, 100 – 150 staff including temps (increased staff from 18 fte’s in 1998 to 120 fte’s in 2004).
·Increased sales volume from 15 million euros in 1998 to 250 million euros in 2004.
·10 – 20 In-, Outbound trucks (FTL) per day, 5% air freight, 25% container, 70% road.
·Improved working capital by 50% due to implementation of consignment stock.
·Year on year double digit savings on purchase spend.
Reason for leaving: reorganization .

SKF in King of Prussia (PA), United States of America: 7/1997 - 7/1998.
Project leader/business analyst implementation enhanced forecasting/planning system, reporting to American inventory manager.
Responsibilities:
·implementation of a new global forecasting system in the current ERP system (SCSS) for the 3 regional warehouses (America/Asia/Europe)
·standardization of replenishment procedures for the regional warehouses.
·Develop local working instructions (LWI) for inventory teams in the regional warehouses
Results:
·Successful implementation of new global forecasting system within budget and time frame.
·On time delivery improved to 99.75% (coming from 86%).
·Inventory reduction of 23.5%.
·Improved Customer services
·Development of an internal training program called; “Focus on the Customer!”
Some key data:
·Trained over 40 people in 3 continents in 1 year the new forecasting system, including procedures and LWI.
Reason for leaving: end of project and wanted to make step to senior management position in operations.


SKF EDC in Belgium : 11 / 1993 – 7 / 1997.
Supply planning consultant, reporting to European inventory planning manager.
Responsibilities:
·Set-up and maintaining of the replenishing system for the inventory team.
·Supply chain & logistics-, operations strategy (developing ‘what-if’ analysis)
·Analyzing procedures and local working instructions and improve if necessary.
·Set-up of a system for measuring availability/reliability and ready for picking.
Results:
·Developed new important distribution channels in Europe.
·Improved availability to 98% (coming from 91%).
·Improved reliability to 99.8% (coming from 95.7%)
·Improved RFP to 100% (coming from 99.1%)
·Inventory reduction of 11.5% .
Some key data:
·EMEA department 10 staff; management, sales, warehousing, transport, admin and finance.
·12 factories, mainly in continental Europe.
Reason for leaving: opportunity to gain experience in project management.

Rijksuniversiteit Limburg.
4/ 1992 – 11 / 1993.
Scientific employee Business administration, reporting to professor Management Accounting.
Responsibilities:
·Education of students in logistical management and management accounting.
·Scientific research in Activity Based Management.
·Implementation of software, related to logistical KPI’s and accounting KPI’s at Philips Sittard.
Results:
·Successful implementation of software at Philips.
·High rate on successful students (passing more than 75% in first year).
·Wrote several articles, related to Activity Based Costing, which were published in highly rated journals.

Opleiding interimmanager

Education.
High school : HAVO & VWO, Jeanne D’Arc College.
University
Katholieke Universiteit Brabant at Tilburg, august 1986-april 1992, study econometrics, specialization quantitative logistics.

subject essay: 'The family game Monopoly: the computation of the turn back-state in a field and the maximum efficiency'.

subject thesis:' The optimization of the local warehouse distribution-system at General Electric Plastics Europe'. I developed a new distribution-system when the company introduced a new distribution center in 1990.

Professional courses.
Apics, Antwerp : CPIM, 1995.
Six Sigma : Champion 2002.
Kaizen Continuous Improvement (5-S, 3 Muda) : Tilburg / Barcelona 2003 / 2004.

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