Professional Experience

and Project References

  • Restructuring concept for a manufacturer of injection molding parts

    • Focus: As-is analysis, evaluation of improvement potential
    • Full analysis of organization and processes at the German site with 500+ employees
    • Identification and display of improvement potentials incl. necessary cost cuttings
    • Evaluation of all proposed measures
    • Implementation (separate project, ongoing)
    • Role: Project leader
    • Results: Sustainable and future-oriented concept for the coming years, EBITDA increase of up to 10 percentage points, Cashflow effects of several million €

  • Evaluation of machine condition data as basis for Predictive Maintenance

    • Focus: Analysis
    • Analysis of available condition data of the tool machines
    • Assessment of service reports by text mining
    • Combination of the data from the two sources in an analytic model
    • Evaluation of usability for a future predictive model
    • Role: Project leader
    • Results: As-is situation evaluated, prerequisites for future model defined, next steps planned

  • Project for industrial improvements in the organization of a global raw material producer

    • Focus: Analysis, concept and implementation
    • Detailed analysis of the entire value chain from mining and processing to the final product
    • Development and evaluation of quantitative and qualitative improvement concepts in all areas
    • Planning and support of the implementation with special focus on acceptance of the measures on the shopfloor-level
    • Role: Project leader on 3 sites in Germany and Austria
    • Results: Implementation fully planned and scheduled, first steps supported and completed successfully, customer team enabled for further implementation, improved results by several percentage points, significant cashflow effects

  • Optimization of hotline processes for a leading tool machine manufacturer

    • Focus: Concept development and implementation support
    • Continuous development of process and tools in cooperation with the customer, securing of transparency and measurable performance
    • Introduction of the new process and the respective tools, training of the European and North American service organizations
    • Further development of process and tools with specific focus on the interface between regional 1st level service and global 2nd level support
    • Role: Project leader
    • Results: Implementation completed in ~20 local European and North American service organizations, further optimizations on 2nd level initiated

  • Evaluation of the introduction of a new CRM-software for a manufacturer in the healthcare industry

    • Focus: Concept development
    • Documentation of as-is processes and improvement potentials of regional 1st level support and global 2nd level
    • Conduction of 5 global design workshops with ~200 participants
    • Evaluation of feasibility regarding process harmonization (global template approach)
    • Development of a 5 years roadmap for the implementation of the new CRM-system (covering an invest of +10 mil €)
    • Role: Stream leader “Global processes“
    • Results: Global process template designed, implementation roadmap developed, savings and revenue potential of +10 mil € identified and verified

  • Relocation of a leading telecommunication provider’s central warehouse

    • Focus: Implementation support
    • Development and evaluation of transfer scenarios
    • Preparation of the transfer to the new service provider (coordination of the different sub-projects, management of to do-lists, supervision of transfer readiness)
    • Ramp-up management during the go-live of first distribution channels at the new location (communication interface, handling of escalations)
    • Comprehensive project management and continuous operational support
    • Role: Project leader during the 20 months project
    • Results: Warehouse relocation completed successfully for the entire inventory with a value of +100 mil €
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  • Optimization of the global SCM-network for a building materials producer

    • Focus: Concept development and preparation of the implementation
    • Documentation of strengths and weaknesses of the global SCM-network (production sites, intermediate storage of goods, distribution warehouses, transport flows)
    • Improvement of cost transparency
    • Development of optimization scenarios and calculation of saving potential resulting from integrated planning (sales forecast and production planning)
    • Development of a 2 years implementation roadmap
    • Role: Stream leader “Cost transparency”
    • Results: Different optimization scenarios evaluated, detailed project plan for implementation developed, implementation project started

     

     

  • Optimization of internal alignment on the rescheduling of production orders for a manufacturer of gas turbines

    • Focus: Implementation support
    • The project was delivering overall support after the introduction of a new ERP-solution, the sub-project took place in the area of daily production planning
    • Analysis and redesign of the existing setup with specific focus on communication between the different production areas and the documentation of agreed changes in SAP S&OP
    • Training of process, organization, tool usage and support of the implementation
    • Role: Stream leader “S&OP“and deputy leader of the overall project
    • Results: Optimized setup implemented successfully

  • Optimization of an automotive supplier’s inhouse-logistics

    • Focus: Concept
    • Development of a comprehensive optimization concept for inhouse-processes and the respective interfaces to suppliers, production and customers
    • Covered issues: outsourcing of inhouse-logistics, foundation of a logistics company, introduction of a forklift route management system, consolidation of inbound logistics via a transshipment point, operational improvements
    • Evaluation of investment, costs and savings potential in different scenario simulations and calculation of a detailed business case
    • Role: Project Leader
    • Results: Quantified concept incl. implementation plan, savings potential of up to 25% of costs for inhouse-logistics

  • Purchasing optimizations for a leading manufacturer of wind turbines

    • Focus: Concept development and implementation support
    • Development of a concept for optimized purchasing of spare parts/components and leasing of the service fleet
    • Covered issues: supplier rating (delivery performance, prices and conditions), price benchmarking of internal and external suppliers, selection of alternative suppliers, leasing concept and different options for the entire fleet, negotiation with suppliers
    • Role: Project Leader
    • Results: Savings in a two-digit percentage range

  • Optimization of the service hotline for a world leading machine manufacturer

    • Focus: Concept
    • Analysis and evaluation of as-is processes on various customer locations
    • Development of a best practice process model and validation by pilots on different locations
    • Rollout preparation for the entire German service organization
    • Role: Team Member
    • Results: Model documented and validated, implementation prepared, successful implementation completed in a follow-up project

  • Optimization of the Russian purchasing-, logistics- and SCM-setup for a building material producer

    • Focus: Concept and implementation support
    • Definition, documentation and introduction of standardized processes for all 3 departments by development of handbooks and respective training of ~50 employees
    • Conduction of various tenders for products and services
    • Additional optimizations resulting from a new TCO-based thinking and realization of significant cost savings by using the strengths of the own organization
    • Role: Sub-project leader for handbooks and trainings
    • Results: New processes introduced and trained, significant saving potentials of up to 40% realized

  • Approximately 15 optimization projects for leading companies in the telecommunications industry

    • Focus: Concepts and implementation support
    • Process and organization in the areas Supply Chain Management and After Sales
    • Topics: Inventory optimization and working capital, planning and forecasting (CPFR), delivery concepts (VMI), controlling and KPIs, after sales-related concepts and return processes, operational support
    • Role: Sub-project leader, stream leader, project member
    • Results: Documented and implemented optimization concepts

  • Management of a major customer in the machine building industry

    • Responsibility for a yearly turnover of +10 mil €
    • Team lead for 5 employees from Germany, Italy and China
    • Coordination of the global air and ocean freight shipments for around 70 different locations (management of the physical transportations, invoicing, controlling, communication interface for customers and service partners)
    • Supervision and support of transport and warehousing tenders (service portfolio definition, RFI/RFP, price benchmarking, conduction of the tenders, analysis of results)
    • Concept to secure existing and develop new business in the fields of inbound logistics, warehousing and distribution including implementation
    • Project to introduce a platform solution for information logistics
    • Development of a concept for the introduction of a transshipment point for the optimized production supply of an Italian production site

  • Set-up of a new service product “Machine packaging“

    • Development of site-specific concepts for air and ocean freight packaging of CKD/SKD sets and complete machines
    • Take-over of the operational responsibility for packaging at 4 sites in Germany, Italy and China
    • Continuous development of the new service product
    • Conduction of packaging-related consulting projects for various customers

  • Reorganization of a subsidiary

    • Analysis of service portfolio, customer structure and operational costs
    • Development of a reorganization concept with focus on cost cutting, make-or-buy decision for the fleet, re-focus on core competencies and generation of new business
    • Development and introduction of a controlling and reporting system to secure sustainability of the measures
    • On-site implementation support