Roermond, Limburg, Netherlands
Due to my experience and knowledge of Logistics and financial experience I can quickly map risks and opportunities on strategic, tactical, and operational level aimed at creating added value for the company. I believe it is very important that you maintain and develop your external and internal network. I am passionate to lead people to their best optimal performance. I like to focus on both (business&people) elements. The feedback I receive as a manager is that I value people and I need to be convinced based on facts & figures. Focusing on engagement and building on competence, team spirit, efficiency, and effectiveness, I will drive both for short term results as well as long term objectives. In line with my financial background, I will use financial data to steer and manage the business striving for optimal business performance
As LSM responsible to drive Logistics mngt and Operational performance for key suppliers in the ASML supply Chain. Securing ASML’s increasing business demands. Working to provide a reliable, responsible and robust global Supply Chain. Driving Operational excellence. Securing sufficiënt capacity to facilitate ASML’s growth. Optimize manfacturing processes at suppliers to own and drive material availability crisis to a succesfull outcome. Lead cross sectoral teams. Work with ASML stakeholders to shape the future Supply Chain. Drive proces improvements at suppliers by participating actively in improvement projects.
As GM operationally responsible for the day-to-day operations, financial, and commercial results. Secured day-to-day OTIF deliveries to some 15 customers from several locations which also included VAS and VAL activities for some customers (KBM, MacDon). Implemented safety board. Setup new dedicated 70.000 m2 warehouse for customer KBM.
As SCM (deputy PM) operationally and financially responsible for the supply chain of production and after market. This included also inbound transports and securing FG pick-ups. Implemented new SI&OP process. Operational Purchase. Warehousing, material handling and supply chain engineering. Optimal Inventory levels for production and after market. Resulting in 99,6% deliveries OTIF to our customers. Moved EOP production lines to our spare parts department. Main KPI's Safety, FTE, dep Budget, customer & supplier OTIF, Stock value, (DoH ICR), SCM dep Budget. Acted in 2019 as a.i. Plant Manager (PM) for 10 months downsizing the plant whilst PM was in US. During 2020 implemented Brexit for our English customers JLR, Honda and Rolls Royce resulting in a smooth transition for all our english customers.
Steering a team of 50-60 FTE's taking care of all internal and external logistic flows including transport warehousing and maintaining optimal inventory levels. JIT flows to customer DAF. Leading SI&OP process. Responsible for the departments QCDP KPI’s. Supported the implementation of a new production line for DAF Trucks. Resulting in a new installed production with hundrerds of new parts without major delivery interruptions.
As Manager KD Logistics operational as well as financially responsible for inbound flows, procurement and material control, Inventory levels and kitting. Timely material deliveries and the outbound flows to our Volvo assembly plants in Asia and China (intercompany). Implemented Volvo’s lean production system. Embedding the lean way of working in the organizations DNA. Resulting in cost reductions of 25-30% and quality improvements of 10-80% in some processes (1200-1500 PPM to under100 PPM).
Responsible for the financials regarding Volvo's Knock Down (KD) business. Reporting to the KD general manager.
Responsible for the financials of the Supply chain side of the KD business. Budgetting, forecasting, administration. Reporting to Director Logistics KD.