Destelbergen, Flemish Region, Belgium
With almost 20 years of experience in supply chain management, I am a passionate and results-oriented leader who thrives on optimizing processes, creating synergies, and enabling business growth. I am currently the Supply Chain Director at BMT Aerospace, a global leader in the design and manufacturing of precision components for the aerospace industry. In this role, I am responsible for implementing the supply chain vision, strategy, systems, and processes across all divisions of the group, with a main focus on S&OP, working capital and procurement. I lead a team of supply chain professionals who collaborate with internal and external stakeholders to deliver high-quality products and services to our customers. I leverage my extensive knowledge of demand forecasting, capacity planning, inventory management, and initiatives management gathered from my previous employers, P&G and Ontex, to drive continuous improvement and innovation in our supply chain operations. My goal is to create value and support the future growth of BMT Aerospace by ensuring operational excellence and customer satisfaction.
The aim of the role is: - Implementing the supply chain vision, strategy, processes and systems in all divisions of the group; with main focus on S&OP, Logistics, Working Capital & Procurement - To deepen the optimization and synergies by assuming responsibility over transactional processes in the field of supply chain; - lead the SC team > Direct reporting line: Strategic Procurement Lead & Divisional MPS Lead > Indirect reporting line: Local Supply Chain Managers - To keep adjusting strategy, tactics and execution in order to be a business enabler for future growth and to create value by optimizing processes, creating synergies and excellent negotiation. Next to MPS/RCCP Supply Chain planning and strategic procurement, there is also an IIOT Solution Architect in my team who is leading the roll out of IIOT and MES with the goal to deliver manufacturing 4.0.
Leading and coaching a team of 7 people: planning manager Baby Care + junior Baby Care planner, planning manager INCO, planning manager Fem Care, planning manager Raw Materials, Group SC Project & Jr Raw Material Planning manager and a Group S&OP BPO. The team is responsible for centrally leading the S&OP process across Ontex for Finished Goods & Raw Materials from a central group perspective. The main objective is capacity planning: allocation of volumes to factories in order to balance capacities and optimize the total cost to serve; making of recommendations to the senior management to solve capacity conflicts and developing business cases for new machines. KPI’s are: - reach the service level target - reach the financial inventory targets finished goods and raw materials - reach the supply chain cost target Scope of the job: - All 19 Ontex Plants - Volume of category: 100% of total Turnover - Number of divisions: all 3 divisions
Leading and coaching a team of 6 people: planning manager Baby Care + junior Baby Care planner, planning manager INCO, planning manager Fem Care, planning manager Raw Materials and central warehouse coordinator. The team is responsible for centrally leading the S&OP process across Ontex for Finished Goods & Raw Materials from a central group perspective. The main objective is capacity planning: allocation of volumes to factories in order to balance capacities and optimize the total cost to serve; making of recommendations to the senior management to solve capacity conflicts and developing business cases for new machines. KPI’s are: - reach the service level target - reach the financial inventory targets finished goods and raw materials - reach the supply chain cost target Scope of the job: - All 19 Ontex Plants - Volume of category: 100% of total Turnover - Number of divisions: all 3 divisions
Leading and coaching 2 planning managers: (planning manager fem care and planning manager raw materials) and 1 central warehouse coordinator. Lead team of 3 people that are responsible for leading the S&OP process across all plants and all divisions for the Inco and Fem care category and leading the long term planning for all raw material categories. The main objective is capacity planning: allocation of volumes to factories for the Femcare and Inco range in order to balance capacities and optimize the total cost to serve the customers; making of recommendations to the senior management to solve capacity conflicts and developing business cases for new machines. Long term planning raw materials is key to guarantee stable supply to all factories and crucial input for purchase team to optimize their negotiations. KPI’s are: - reach the service level target - reach the financial inventory targets finished goods and raw materials - reach the supply chain cost target Scope of the job: - Number of fem care and INCO plants: 12 (located in 11 different countries) - Volume of category: 35% of total Turnover. - Number of divisions: 5
Making sure Mechelen DC remains one of the best DCs for P&G, this through implementation of various projects & initiatives that increase efficiency and eliminates losses. Projects are for example: - productivity analysis of DC operations in order to be able to absorb more business without extra hiring - Internal (between P&G categories) and external (with Tupperware as partner) consolidation where we combine light and heavy weight product to optimalize cube fill without exceeding weight restrictions - Increasing Vehicle Fill for P&Gs export business via Willebroek I'm also part of the DC lead team and I am the back up of the overall operations manager of Mechelen DC (leading group of 70 people in 3 shifts).
Job purpose: Managing the supply chain from supply, inventory, initiatives & complexity point of view in order to provide 99% Case Fill Rate to the customers of Procter & Gamble. On top, given the current economic climate, a strong focus on smart spend reductions in customized products. Reporting to: Customization & Initiatives Leader Manager Benelux Reports: None Achievements: Cleaning up an off track category in 8 months Reducing spend from 3.8 EURMM to 3.4 EURMM this FY. Plans to cut another 1 EURMM next FY. Reducing inventory in Gillette Male Grooming Benelux drastically, overdelivering the target Reducing SKU complexity in Gillette Male Grooming Benelux with 30% Leader of the Benelux Inventory HPN team to drive better capability in inventory management, this with a very well recognized collaboration into the WE network. Developer of concrete vision to reduce DOH FP from 20 to 15,which is truly breakthrough in WE customization.
Job purpose: Managing the supply chain from supply & inventory point of view in order to provide 99% Case Fill Rate to the Benelux customers of Procter & Gamble. Reporting to: Market Planning Manager Belgium & Luxemburg Reports: None Achievement: Stable and overdelivering Case Fill Rate of +99% Reducing inventory in Fabric Care Liquids drastically, overdelivering the pre-stated target. Leader of the Benelux Service HPN team to drive better capability, this with a very well recognized collaboration into the WE network.