beschikbaar?

TIP: soortgelijke CVs vinden

Supply Chain Manager

Work Experience

09/2001 - now VITAL/it projects & management Erp
Project & interim manager
As a freelance consultant and interim manager it is my objective to improve the supply chain processes of my clients to reach operational excellence. I am specialized in designing and implementing advanced solutions for business planning and control and improving the overall supply chain performance. Main areas of focus are: forecasting & demand management, production planning & control, warehousing, distribution and transportation management.
My vision on the basis of effective solutions has been incorporated in my companies name VITAL/it, pronounced as ¡¥vitality¡¦: Vision, Innovative Thinking & Aligned Logistics supported by (/) Information Technology. Some relevant projects are:
• For the EMEA organization of the world wide market leader in communication headsets used in call centers, office, computer and mobile telephones:
o Strategic redesign of the supply chain between the company¡¦s suppliers in the Far East and the European distribution centers. For each product family the optimal supply chain configuration is determined based on the specific parameters.
o Implementation of a new forecasting process system, involving both the central Supply/Demand organization and the regional sales teams. This included the implementation of a specialized forecasting system (VPS2000 from Quadriceps).
• For an industrial bakery conglomerate with 9 plants in Europe, producing a wide variety of A-brands and private label banquet and biscuit products:
o Implementing a closed-loop planning cycle including sales forecasting, promotion management, master planning, production planning & scheduling and supply planning.
o Design and implementation of a new safety stock strategy.
o Setting-up a program to lower the safety stocks by improving the forecast accuracy and leadtime reduction.
• For a Tier-2 supplier of printed circuit boards in the High Tech & Electronics industry: implementation of a new flow-based supply chain collaboration concept involving both the company¡¦s customers and suppliers. This included strategic positioning of inventory in the supply chain to meet the customer¡¦s ramp-up strategies.
• For Europe¡¦s most prominent producer of high-grade synthetic dead burned magnesia, other magnesium compounds and calcium chloride: redesign of the distribution structure for calcium chloride. This study, which was supported by the Dutch Department of Transport, resulted in a new distribution center in the region Eindhoven ¡V Helmond, replenished over the inland waterways. The annual savings are £á250.000 and 16.5 mln tonkm.
• For a utility company: selection of an ERP software package supporting both the departments Logistics and Installation.
• Projects in commission of EVO, the Dutch Shippers Council:
o Improving the overall efficiency in a high-volume warehouse.
o Restructuring the logistics department of a contract firm in the off-shore industry.
o Reduction of distribution costs for a supplier of cattle food.
o Outsourcing of all logistics of a Dutch fashion retailer.


02/2002 ¡V 01/2003 DNA Supply Chains Europe BV Helmond
Senior Supply Chain Manager
DNA Supply Chains is a leading supply chain management company specialized in integrated supply chain evaluation, financing, design, implementation and management. Through its widespread intellectual capital and hands-on expertise in providing innovative supply chain solutions, DNA has been selected as the supply chain partner for premier blue-chip companies in more than 21 countries throughout the world. The company is strategically positioned to design innovative solutions for a wide range of clients and industries on a strategic, tactical and operational level.
Early 2002 the European branch opened office in the Netherlands. With a team of supply chain professionals, it was our job to expand DNA¡¦s business to Europe. According to our business model we would take full responsibility over our customer¡¦s supply chain. Services were offered only a gain sharing or no cure, no pay basis, demonstrating our focus on added value. This unique business proposition was summarized in our slogan:
¡§Your supply chain is our core business¡¨
As senior manager I played a very important role in developing our business, especially in the Automotive and High Tech & Electronics industry. My major account was a tier-2 supplier of printed circuit boards (PCB¡¦s) facing a very poor supply chain performance. The goal was set to increase the customer service level with 25% and reducing the inventory of components with at least 50% (£á 5 mln). To achieve these goals I introduced a new supply chain approach involving customers and suppliers to replace the traditional MRP-philosophy. In addition a closed loop control system for the operational production and supply planning processes was put in place.
Our investors agreed upon a scenario in which break-even was foreseen by the third quarter of 2003. However, by the end of 2002 one of the investors was confronted with serious financial problems. This resulted in termination of all European activities.


06/1997 ¡V 09/2001 MBI Beton BV Veghel
Supply Chain Manager (Management Team)
MBI is one of the largest family-run businesses in the Dutch building materials industry. The product portfolio consists of concrete bricks for application in roads, buildings and gardens. The 5 plants, located strategically throughout the Netherlands, Belgium and Germany, have a normal capacity of 1.3 mln tons/year (approx. 45.000 FTL). The total number of employees was 350.
As Supply Chain Manager I was responsible for managing the entire supply chain: master planning, forecasting, sales & operations planning, product & order allocation, production & inventory control, warehousing, transport and distribution. I managed a staff of approx. 30 employees and I was responsible for a budget fo £á14 mln. for warehousing, inventory, transport and personnel. I was commercial responsible for contracting and managing the external logistics service providers delivering 75 ¡V 100 trucks and trailers each day.
In addition to my functional responsibility I also took the lead in professionalizing the organization, transforming it from a functional focused to a business process oriented organization. Some of my accomplishments are: introducing product portfolio management, defining and managing SLA with Sales & Marketing, reorganization of the Customer Service Department, implementation of SAP R/3, introducing a new tactical and operational planning proces, developing a business unit structure, improved management of external service providers and improving the company¡¦s overall supply chain performance.


06/1993 ¡V 05/1997 Andersen Consulting Den Haag
Senior Consultant Fulfill Demand
Andersen Consulting was one of the ¡¥Big Five¡¦ in management consulting. The main service lines in consulting were: strategy, business process, technology and change management. Andersen Consulting was one of the first to introduce an integrated approach with its Business Integration model. Currently the company is known as Accenture.
As a business process consultant in logistics and supply chain management, I have been working in a number of industry sectors: automotive (DAF Trucks, Mitsubishi-Caterpillar), capital equipment (Valmet), publishing (Wolters-Noordhoff), construction (Heeremac), food & beverage (Heineken) and research (ECN, Eindhoven University of Technology). Projects were typically focused on redesign and optimization of logistics operations, defining logistics concepts and control systems, developing corporate ICT strategies and selection and implementation of information systems.
After four years of working on my knowledge capital, I saw the time fit to put it into practice under my own management responsibility.


04/1992 ¡V 05/1993 Schlumberger Retail Petroleum Bladel
Project manager Efficiency & Logistics
The Retail Petroleum Systems division designs, sells, produces, installs and services gasoline dispensers, payment solutions and retail automation systems. Customers are all major oil companies in Europe. I was working in Bladel, with 175 employees being the largest assembly plant within the division.
A large Productivity Improvement Program was initiated in order to become more competitive. The program consisted of eight closely related projects, three of them managed by me. I was also responsible for the coordination between all eight projects, reporting directly to the General Manager.
My major accomplishment was the introduction of a flow line in the assembly operations and material supply. This required a complete redesign of the factory lay-out and the logistics structure, including order acceptance and production planning procedures. The result was a substantial improvement of the productivity (25%), quality and employee satisfaction.
After one year I felt the need to broaden my horizon and work on my knowledge capital, so I switched to a consulting company.

Education

1993 ¡V now Training & courses
„X Sales & communication
„X Self Management
„X Strategic Management
„X Supply Chain Management
„X SAP R/3 (SD/PP/MM/WMS, level 3)
„X BaaN Busines Consultant
„X Change Management
„X Business Process Analysis & Design
„X Computer Applications Programming
„X Total Quality Management


09/1989 ¡V 01/1992 University of Technology Eindhoven
Industrial Engineering
„X Master¡¦s degree, graduated magna cum laude
„X Major in Logistics Control Systems
„X Specialized in Production & Inventory Control


08/1988 ¡V 08/1989 Applied Science & Technology Dordrecht
Business Economics
„X Bachelor¡¦s degree (HTS)
„X Major in Information Planning


08/1984 ¡V 06/1988 Applied Science & Technology Eindhoven
Chemical Engineering
„X Bachelor¡¦s degree (HTS)
„X Major in Process Engineering
„X Major in Ceramics

Skills

Supply Chain Management; Operations Management; ERP (SAP R/3, BaaN, Oracle); Demand Planning & Forecasting; Production Planning & Control; Sales & Operations Planning;

Languages

Dutch, Germand, English

 beschikbaar?