Germany
In this newly structured role, my focus is on elevating customer experience through robust, transparent, and collaborative supply chain planning. I ensure optimal utilization of our global production and logistics network while maintaining reliability and speed for strategic customers. Lead the global Sales & Operations Planning (S&OP) process, ensuring alignment of demand, supply, finance, and operations across all regions. Oversee Global Supply Network Design (SND), including capacity considerations, network flows, and scenario planning. Drive customer-focused lead time reduction programs, working closely with key accounts and internal partners to improve end-to-end delivery performance. Implement and manage customer-specific planning and S&OP routines, enabling better visibility, alignment, and responsiveness. Serve as the global coordination lead for customer supply chain performance, connecting sales, operations, logistics, and planning functions. Develop and deploy initiatives to optimize global manufacturing allocation, balancing customer needs with network efficiency. Strengthen supply chain resilience through predictive, data-driven planning methodologies.
Lead the global supply chain planning organization across all regions and manufacturing sites Own and steer the global Sales & Operations Planning (S&OP) process Oversee the global Control Tower: high automation rate, focused exception management Drive predictive capacity planning, scenario modeling, and early-risk detection using advanced analytics Align demand, supply, finance, and operations across cross-functional teams Guide global network processes, strengthen governance, and improve planning stability Ensure business continuity during disruptions through rapid response and resilient planning routines Lead a matrix team across 5 global locations
Global Network Strategy Leadership: Directed and designed the global supply network to optimize cost-effective service delivery, leveraging both internal and external resources for the most efficient network configuration. S&OP Process Implementation: Rolled out and managed global Sales & Operations Planning (S&OP) processes, from forecast alignment to capacity planning, ensuring smooth cross-functional execution. Centralized S&OP Management: Established a centralized function for global S&OP, improving the coherence and efficiency of the process across multiple regions and teams. Cross-Regional Matrix Leadership: Led a cross-functional, matrixed team of 7 direct reports, overseeing operations across five global locations, and ensured tight alignment between demand, supply, and logistics. Led Global Planning Operations: Directed and optimized the global planning processes, ensuring alignment between demand, supply, and production, contributing to precise and actionable S&OP cycles. KPI Governance: Developed and tracked key performance indicators (KPIs) across the global supply chain to monitor and optimize performance in inventory, capacity, and service levels. Collaborative Cross-Functional Leadership: Acted as a strategic partner across various functions, including sales, marketing, finance, and operations, ensuring that supply chain planning was fully aligned with business objectives. Capacity Alignment & Inventory Optimization: Worked closely with local and global teams to balance capacity constraints with demand forecasts, ensuring inventory levels were optimal to avoid both stockouts and excess inventory. Stakeholder Engagement: Provided regular updates and strategic guidance to senior management, advising on potential risks, supply chain constraints, and mitigation strategies.
Global Product Launches: Spearheaded the management of multiple global product launches, coordinating teams across various regions to ensure seamless integration of new products into the market. Managed all phases from ideation to execution, overseeing design, production, and marketing efforts. Cross-Functional Team Leadership: Led diverse, cross-functional teams including R&D, marketing, logistics, and sales, ensuring all departments were aligned and equipped to meet launch deadlines. Fostered collaboration and effective communication across departments and stakeholders. Launch Readiness: Ensured all operational aspects of product launches were thoroughly planned, including forecasting, inventory management, and resource allocation, to ensure successful and on-time product introduction. Customer-Centric Approach: Focused on customer requirements, integrating feedback and market research into the project plans to ensure product success. Worked closely with sales and customer service teams to anticipate challenges and develop proactive solutions. Continuous Improvement: Led efforts to continuously improve the project management processes, introducing new tools and methodologies to ensure more efficient handling of launches, reducing time to market and enhancing the overall quality of execution.
Project Ownership: Led and coordinated key customer projects, ensuring that sales forecasts, production readiness, and supply chain operations were fully aligned to meet customer expectations and deadlines. Cross-Functional Collaboration: Acted as the main point of contact between sales, marketing, and production teams, fostering strong communication and ensuring alignment across functions to deliver successful outcomes. Customer-Centric Execution: Managed end-to-end supply readiness for key accounts, ensuring smooth execution of orders and anticipating client needs by proactively addressing challenges before they arose. Process Optimization: Identified opportunities for streamlining sales project workflows, reducing lead times, and increasing efficiency while maintaining high-quality standards for customers.
Sales & Project Management Key Account & Export for Latin America Global customer readiness & forecasting support
Strategic Project Lead – Feasibility Study & Concept for Setting Up a Manufacturing Site in India Schwan Cosmetics International GmbH (as part of B.A. studies) 2010 – 2011 Led a comprehensive research and feasibility project on establishing a new production facility in India, aligning the analysis with Schwan Cosmetics’ global growth strategy and long-term internationalisation roadmap. Conducted extensive market, location and risk analyses, including supply chain structures, labor availability, infrastructure requirements, cost modeling, regulatory compliance, and potential local partnerships. Evaluated logistics and procurement implications, including inbound material flows, outbound distribution models, and regional customer service advantages. Developed multiple scenario and implementation strategies, covering Make-or-Buy evaluations, network impact, site layout concepts, and investment planning. Collaborated cross-functionally with experts from Operations, Supply Chain, Finance, Purchasing, HR and Legal to build a complete picture of operational requirements and success factors. Presented findings to senior leadership, offering a structured project approach, risk assessment, and a recommended roadmap for potential entry into the Indian market. Bachelor Thesis (2011): “Project Management Approach for Establishing a Manufacturing Site in India for Schwan-STABILO Cosmetics” — awarded GPA 1.3, reflecting academic excellence and strong application of professional expertise. Outcome: Delivered a fully documented and academically underpinned project framework for potential market entry and manufacturing setup in India, providing the company with strategic decision support for future international expansion.