The Randstad, Netherlands
SUPPLY CHAIN OPERATIONS DIRECTOR Strategic Supply Chain Operations Planning / Logistic Expansion / Relationship Management Dynamic, entrepreneurial management strategist with a 10+ year record of achievements and demonstrated successes. Driving continuous supply chain improvements while providing winning leadership in highly dynamic international surroundings. Improving team performance and being able to adapt to rapidly changing circumstances. Exceptional mentor and coach. Outstanding in developing and improving business processes, securing employee, vendor and customer loyalty and forging strong relationships with other business partners. Core competences include Strategic Supply Chain Positioning, Strong Customer Focus, Key driver of Kaizen, Lean Six Sigma, Developing Supply Chain Strategies, Creative, Hands-on attitude , Supply Chain Operational Leadership, Team Building, High impact Improvement plans and Developing Operational KPI’s Areas of expertise are, Supply Chain, Operations, Logistics including Warehousing and Transportation, Sales and Operations Demand Planning, Continuous Improvement (Lean) and ERP implementations.
Global: Chairing the global Logistics & Supply chain council. Ensuring a globally aligned strategy, consisting of 3 pillars, being a Common Logistics Framework, Global Logistics Leverage and Risk and Resilience with Technology as an enabler.
Promoted to Logistics & Supply Chain Director EMEA Developing the EMEA Logistics and Supply Chain Strategy whilst delivering early value to fund the program. The strategy contains amongst others transforming from a highly fragmented (local) Supply Chain to a coordinated Supply Chain. Inclusive of creating an Inbound superhighway from Asia (consolidation), setting up an Outsourced Network of connected Warehouses and forcing strong partner relationships for Outbound. Next to developing a professional SiOP, Demand- and Inventory Management process including selecting, implementing and developing the supporting tools.
Developed and realized the implementation of the new footprint for the Benelux region. This revised footprint contains amongst others, centralized and outsourced Warehousing for the region, an Assembly Centre of Excellence, a Late Configuration hub and Shared Service Centre.
As Supply Chain Director member of the Executive Team and responsible for Supply Chain Management, Demand Planning, Procurement, Warehousing and Distribution. Selected Achievements Reduced the Supply Chain OPEX with 25% (1.000k Euro annual) combined with an improved service level. Amongst others by executing a tender including a relocation for the outsourced contract Logistics. The relocation was done with a running operation. A million items were moved without receiving 1 customer complaint related to this relocation. The Supply Chain organization was re designed, amongst others establishing as solid link to Suppliers and Customers, including a Continuous Improvement culture. Also new tools were introduced such as a WMS, Supplier Portal and an upgrade of Slimstock.
Supply Chain Manager for the sites in the Netherlands (Hellevoetsluis and Tilburg), Belgium, Germany and India. Main areas within this role are Supply Chain Management, Sales and Operations Demand Planning and Improvement projects. Selected Achievements Set the Supply Chain teams with higher expectations and instituted individual team-member accountability resulting in going from amongst others an On Time In Full of 55% to an average of 98% over three years. Developed and implemented a Global Sales &Operations Demand Planning process giving more insight and control. Developed and implemented Key Performance Indicators -Business Balanced Scorecard-, realized a number of important service level improvements, such as a strong Customer Focus by using this tool. Outsourced all physical Logistic activities with Van der Helm Hudig resulting in an improved and better controlled Logistic performance. Implemented a new ERP (AX) system for all sites including Business Intelligence within 24 months. Initiated and carried out multiple successful Kaizen and Lean Six Sigma projects, amongst others a complete restructuring of the used planning techniques such as Kanban over the multiple European production entities, resulting in going from an Overall Equipment Effectiveness of 55% to over 85%.
Responsible for the West-European Supply Chain, with production locations in the Netherlands, England and Germany. Key member of the Global Sales & Operations Demand Planning Team and West-European Management Team. Selected Achievements Developed and implemented Global Customer Service Performance Indicators –Dashboard-, realized a number of important service level improvements, such as Time to Market for New Product Launches by using this tool (50% time lead-time reduction). Developed and implemented a Global Sales & Operations Demand Planning process giving more insight and control. Consistently developed strong, sustainable relationships with Logistical partners, amongst others Mepavex. Initiated multiple successful Kaizen, Lean Six Sigma projects, amongst others a complete restructuring of the strategic production and inventory (re) position over the multiple European production entities, resulting in going from on average a 5 shift system to a 3 shift system and still achieving a 15% output increase. Other result areas are Supplier performance improvements by VMI and consignment stock models, Customer process improvement and Production planning improvement (reduced takt times, change over times, downtime and increased speed).
Main responsibility is the European Supply Chain for Consumer and Support Products, including the European Centralized Warehouse in Rotterdam for which I was fully profit & loss responsible. This role included Customer Service, Inside Sales and Warranty . Next to leading the Project Management team for Modernizations and New Centres Packages for the EMEA region located in Italy. Key member of the Strategic Management Team for EMEA and the World-Wide Management Team for Operations Selected Achievements Instrumental in a complete turnaround, integration and consolidation of the different European operations into the Rotterdam centralized operation. Followed by an international merger. Set higher expectations and instituted individual team-member accountability resulting in going from amongst others a fill rate of 30% to a fill rate of on average 98% over a three years period. Met or exceeded all KPI targets, inclusive of considerable efficiency gains. Consistently developed strong, sustainable relationships with Logistical partners, amongst others TNT, DHL, Hudig Forwarding & Warehousing and GLS.