Praha - západ, Central Bohemia, Czechia
Experienced supply chain executive with 25+ years of progressive leadership in end-to-end supply chain operations across European & Middle East and Africa region. Deep expertise in planning, logistics, SIOP, customer service, and procurement within multinational manufacturing environments. Skilled at building high-performing teams, leading cross-functional initiatives, and executing large-scale change management programs. Established as a strategic leader with a consistent track record of driving transformation across planning and supply chain functions. Demonstrated success in designing and leading SIOP processes, optimizing inventory and capacity planning, and improving customer delivery performance. A strong communicator and collaborative partner, contributing effectively to executive teams with a global, business-oriented perspective.
Leading the Sales, Inventory & Operations Planning (SIOP) process for finished goods across Bobcat’s EMEA region. Responsible for aligning demand and supply across divisions and global manufacturing sites, with direct oversight of demand forecasting, supply planning, and regional inventory strategy. Additionally accountable for building Bobcat’s regional Supply Chain Analytics capability to drive data-informed planning, execution and governance.
Leading the end-to-end Supply Chain process, including supply planning, master scheduling, and facilitation of Demand & Supply Planning meetings to align supply, demand, and financial goals. Overseeing planning teams managing global production flows for machines and attachments, alongside Customer Service teams supporting the EMEA dealer network.
Head of European Supply Chain Planning Process team. The main objective of the team was to increase business value by improving the E2E supply chain processes. Responsibility for the overall strategy, architecture and governance related to the demand, procurement and fulfilment processes. Improvements projects were always a combination of technical (primarily SAP) and functional innovation, bridging the gap between business category owners and technical design architects. Improvements could be small scale incremental or large scale transformation projects. Overall responsibility for Supply Chain KPI reporting to measure if improvements indeed realized the anticipated business benefits and highlight area’s for future improvement.
Responsibility for the overall supply chain strategy, primarily related to sales and operations planning, within the European region. Providing a platform for individual European countries to enable enhancements to business processes.
Responsibility for the implementation of various cross functional improvement projects within Sony’s consumer electronics. Some of these were major investment projects (e.g. new forecasting processes and tools), others are smaller scale process improvements. Involvement within all different stages of the project life-cycle; opportunity evaluation, scoping, design, realization, final preparation and cut-over. Overall budget responsibility. All projects had strong elements of business process re-engineering and change management and involved a wide range of stakeholders. Most projects had system development (mainly SAP) implications.
Drive an integrated purchase (planning), availability and inventory management process that effectively supports category business brand, service and profitability objectives.
Analyse the actual sales and demand forecast, control purchasing and manage inventory on a European zone-wide basis for all products in a number of assigned categories for Sony Professional.