Switzerland
Seasoned Transport & Logistics Procurement and Operations leader with 20+ years of experience driving global sourcing strategies, supplier management, and operational excellence across complex, international networks. Proven track record in strategic category management, cost optimization, cross-functional collaboration, and leadership of high-performing teams. Experienced in implementing global tender processes, deploying control tower operations, and delivering measurable impact in cost, efficiency, and service quality. team work, leadership, adaptability, communication, autonomy, strategic thinking, problem solving, creativity, proactivity, tenacious & reliable
Responsible for the day to day operational management and execution, notably Transport Management, Warehouse Management and Shipment Operations, to ensure on-time and cost-effective delivery of product to our customer. Key Responsibilities 100 CMO / 4 Internal sites (15 000 shipments / year) Manage and support a team of 3 and help to solve daily issues Participate to the carrier tender all mode of transport Deploy the tender result with the carriers / control tower and sites / markets KPI management Drive Monthly Operation Reviews with carriers and control tower Provide operational leadership to the logistics service to ensure timely delivery of products to customers. Ensure appropriate communication to sites and customers in case of events Ensure operations adhere to HALEON requirements : QMS, GxP, DG and financial Managing the operational interface between the KN LCC and the HALEON business Drive ongoing improvement of operational performance Collaborate with Regional Operation managers, share and drive operational best practice Support the Continuous Improvement team, specifically by bringing knowledge of manufacturing, warehousing and logistics processes and guiding and influencing changes. Setup x dock facilities when required Compliance: Implementation of Regulation Changes within the Region, by collaborating with Operational teams, logistics compliance, internal functions such as Global Tax and Regulatory Responsible to ensure that processes meet the HALEON compliance requirements, GxP, Safety, Quality and Finance compliance requirements.
Responsible for the day to day operational management and execution, notably Transport Management, Warehouse Management and Shipment Operations, to ensure on-time and cost-effective delivery of product to our customer. Key Responsibilities 100 CMO / 4 Internal sites (15 000 shipments / year) Manage and support a team of 5 and help to solve daily issues Participate to the carrier tender all mode of transport Deploy the tender result with the carriers / control tower and sites / markets KPI management Drive Monthly Operation Reviews with carriers and control tower Provide operational leadership to the logistics service to ensure timely delivery of products to customers. Ensure appropriate communication to sites and customers in case of events Ensure operations adhere to HALEON requirements : QMS, GxP, DG and financial Managing the operational interface between the KN LCC and the GSK business Drive ongoing improvement of operational performance Collaborate with Regional Operation managers, share and drive operational best practice Support the Continuous Improvement team, specifically by bringing knowledge of manufacturing, warehousing and logistics processes and guiding and influencing changes. Setup x dock facilities when required Compliance: Implementation of Regulation Changes within the Region, by collaborating with Operational teams, logistics compliance, internal functions such as Global Tax and Regulatory Responsible to ensure that processes meet the HALEON compliance requirements, GxP, Safety, Quality and Finance compliance requirements.
Deployment of 60 external supplier & internal sites under the new Control Tower setup Change management Interface between the site and the service provider Managed the on boarding of 4 Carriers Communication management with stakeholders (supply planning, quality, compliance, procurement)
Sales 13 MChf, potential savings 4 MChf by stock level optimisation, supplier negotiation, warehousing and transport optimisation. Creation of a central distribution logistic organisation (4 hospital warehouses in one), following the EPFL-IML Executive Internship Preparation and organisation of the transformation plan Economic Analysis Deployment plan Preparation of the warehousing & distribution organisation in relation with the different hospitals Stock level calculation Negotiation preparation for logistics related rebates (4 warehouses in 1) Buying optimisation calculation Transport planning and organisation Mapping of the information & physical flow Job description preparation for the warehousing staff and FTE calculation Search for optimum WMS system covering the needs Budget preparation Strategic thinking One of the most important hospital in volume decided not to participate and move forward, the project was cancelled. The economical result without this hospital has put the project at risk.
Analysis of the opportunity of the creation of distribution logistic organisation (4 warehouses in one) Sales 13 MChf, potential savings 4 MChf by stock level optimisation, supplier negotiation, warehousing and transport optimisation. Organisation proposal Project validated by the board of directors
Carrier and 4PL Performance Management , Bulk and finish Goods - Freight Management (Procurement, Execution, Freight Bill Audit , Dispute, Recovery & Payment) Finish goods : 2011 Budget : 35 M€, saving generated 2.5 M€ / 15 origins, 30 destinations, 14 000 moves Bulk (ADR Class 3) 2011 Budget : 1 M€, saving generated 50 K€ / 850 moves Freight optimisation, payload increase from 80% to 96% in 3 years +20%, saving 4M€, Reduction of LCL’s from 1200 to 200 = -83% saving 600 K€/annum,
Analysis of the logistic trade terms to increase market share through logistic offers to distributors. Propose and implement new logistic trade Terms in relation with CSR’s and planning. Internal logistic consultant for sales teams and suppliers Sales of obsoletes: 8,6 M€ in 2004, 7 M€ in 2005 and 5 M€ in 2006 Support the creation of the transportation conditions for the invitation to tender