Zurich, Switzerland
Seasoned, result-oriented, and dynamic professional, offering comprehensive experience in leading multimillion-dollar procurement and supply chain operations. Armed with extensive background with Fortune 500 companies as well as a medium-sized private company. Adept at overseeing all facets of material packaging, resins and chemicals, consumer goods, food products, and indirectly purchased items. Known for developing innovative and effectual approaches, as well as for leading diverse aspects of change management processes. Multilingual in German, English, French, Italian, Dutch, and Spanish, as well as Portuguese and Russian.
Management total global procurement worth close to $1B annually within a privately owned, medium-sized company environment comprised of a 63-person team across 12 countries and 20 operations Full accountability in the development of new procurement structure globally in support of local and global procurement functions Initiation of new and standardized global and local procurement processes, policies, and practices in all operations, emphasizing on cross-functional integration within production, IT, and supply chain Pivotal role in driving 35% improvement in supplier and product base for both direct and indirect materials Establishment of savings initiatives; thus, resulting to an annualized 6% additional bottom-line value Organization of cross-functional workshops and workgroups to accomplish projects for the entire value chain; with focus on strategic business-to-business (B2B) approach to achieve additional annual savings of $5M Driving force behind the successful sale of WILD Procurement GmbH and WILD Flavors GmbH to Archer Daniels Midland (ADM), while serving as member of the Core Senior Management Team
Regulation of total procurement of the company, amounting to up to $2.5B annually in cooperation with a team of 42 across EMEA Creation, execution, and modifying reporting structure, procurement processes, and policies in accordance with COA´s in all countries Installation of various LEAN programs throughout 26 manufacturing and 48 distribution locations Successful reorganization of 80% of procurement leadership in all countries in 2008 and 2009 toward organizational growth, appropriate talent for the right position, and increase in efficiency and effectiveness Introduction of German supplier rationalization program which reduced suppliers from 8,000 to 4,000, leading to the decrease in complexity and increase in savings by $10M Development and institution of hedging programs for sugar and aluminum, which brought savings of $25M Establishment of Sustainability Steering Team in Germany, accountable for the issuance of the first corporate social responsibility (CSR) Report in the 2nd quarter of 2010
Administration of international supply chain responsibility, valued $1.5B annually which involved 18 countries, 3,500 outlets, and 16 direct reports Setting up of global data collection system, allowing the analysis and audits of transactions between suppliers, distributors, and the company, thus leading to the improvement of negotiation leverage Key efforts in developing global supply chain management structure and three continental teams, which led to substantial increase in cross-border collaboration, with emphasis in business-to-consumer-driven (B2C) strategy, thereby saving more than $100M Expansion of supplier base by 20% and negotiated international agreements with designated suppliers and key strategic distributors, resulting to additional annual savings of $10M Creation of strategic supply chain framework for the international supply chain structure, generating more cohesive organization and international teams, resulting to additional synergies and savings of $5M Introduction of Product Approval Committees in every country and Pan-European Product Committee which led to the reduction of stock-keeping units (SKUs) of more than 20% and improvement in compliance by 15% Development of supply chain and procurement structure for the Beijing 2008 Olympics for more than 200 local and 50 international suppliers, 3,000 SKUs, as well as logistics, warehousing, security, and staffing Key role as a member of the Executive Leadership Counsel and represented the top 1% among company employees
Regulation of the worldwide procurement responsibility, amounting to $4B annually Performance of key task, including management of all aspects of the raw material procurement process which was used in all key raw materials within Nestle Waters Proactive engagement in the improvement of entire Global Procurement Group, including several country purchasing organizations to achieve a more effective team with focus on price, quality, and total cost of ownership Involvement in the execution of application global procurement strategy and guidelines for key raw materials as well as services and indirect materials with annual savings worldwide valuing up to $100M Facilitation of joint procurement program development for key products with other Nestle entities globally, accumulating additional annual savings of $50M Demonstration of industry expertise in creating partnership programs with key suppliers globally, which led to savings of $24M