Amsterdam, North Holland, Netherlands
Director Operations with a passion for performance management and continuous improvement. Drives the supply chain from an integral perspective with focus on customer output. Seasoned at steering multi-disciplinary teams that deliver results requiring complex stakeholder management. At best when translating vision into practice and/or defining solutions off the beaten path. Creates a transparent and empowering working place that fosters the talents of individual team members while creating synergies. Appreciated for his steadiness & candor and for his ever availability as coach or sparring partner. ‘Whatever the job, Hans delivers’
Program Lead for an investment in >50 new aircraft aimed at realising the company's long term financial and sustainablity goals. The project was part of a larger Air France KLM Group tender (>200 aircraft) and had interfaces with almost all internal departments, many external suppliers and the workers council which added complexity to the project.
Implementing of a system of network & resource planning platforms aimed at integral decision making from long term scenarios to medium term planning to daily steering & control (covering total supply chain). Bridging commercial and operational interests into an overall company interest. Replacing departmental optimization by corporate (integral) optimization. Managing performance through integral dashboards and continuous (lean) improvement. Changing culture from 'what is good for my department' to 'what is good for our combined output (supply chain) and therefore for the customer'.
Management of day to day disruptions in the KLM network with a team of 30 professional planners, ensuring optimal high service and punctuality to customers no matter what happens. Under my leadership focus was on increasing consistency in way of working across planners/managers and across shifts in order to increase consistency in product delivery to our customer.
Operational analysis and reporting on corporate level (troughput times ground/flight/maintenance processen, flight punctuality, completion, bagage delivery, non performance costs): did we deliver our customer what he expected? What quality of service do we expect to deliver tomorrow? And where can we improve/better prepare? With my team I developped decision support tools to facilitate decision making in the daily steering of the KLM network.
Guiding Kenya Airways to make it ready to join a worldwide alliance as the first African airline, expanding Skyteam customer options into this continent. Adjustments in branding, ground handling, emergency management, inflight service as well as intercompany settlements were all completed on time resulting in a positive audit outcome. Implementing the first Skyteam lounge in Europe's largest airport, providing premium customers of ten different airlines an alliance branded lounge experience. Project interfaced with many parties locally (airport, catering company, design company) as well as with all Skyteam airlines operating to LHR.
Various change management activities related to implementation of (SAP) warehousing & production planning systems at various companies.