Vandœuvres, Geneva, Switzerland
Global Supply Chain & Operations Executive with 20+ years of leadership in regulated, multinational environments. Proven track record leading end-to-end supply chain transformation, manufacturing footprint optimization, S&OP integration, and digital enablement across global networks. Experienced in FDA/GMP compliance, quality governance, and large-scale operational turnarounds. Trusted executive partner driving performance, resilience, and sustainable growth through data-driven decision making and cross-functional leadership. • End-to-End Supply Chain Strategy & Transformation • Manufacturing Footprint Optimization • Business Continuity & Resilience Strategy – recognized with Gartner article on resilient sourcing strategy • Digital Operations: Smart Factory, Digital Twin, IoT • Integrated Planning (S&OP, S&OE) & Execution • Global Quality Leadership & Compliance (GxP, GMP, FDA, EU) • KPI & Performance Management Systems • Global Program Leadership & Change Management - ERP Implementation • M&A Integration & Site Harmonization
• Optimizing Network Design: Leading large-scale (>$250MM) footprint optimization and restructuring programs, creating manufacturing strategy and business case for any combination plant rationalizations. • Business Continuity and Risk Management: Designed a rigorous and comprehensive BCCP system for global supply chain footprint which is published by Gartner as best case study in 2024: Deliver Manufacturing Resilience Using Agile Responsiveness • Digital Transformation: Leading member for Digital Transformation from Machine data collection to smart factory concept • Lean Manufacturing Leader: The member of global IWS AM (Autonomous Maintenance) pillar leadership team . Formal training and practical global level experience with Lean Manufacturing and IWS systems • Leading comprehensive change management programs for achieving significant performance improvements across all clusters, driving productivity, efficiency and process improvements Factory Maturity Model design and implementation for action driven KPI and performance management PMM (performance management module) design and implementation to create synchronized data sharing across footprint and leadership team
• Global Leader to ensure JTI quality management system is fit and healthy and that has effective compliance over fundamental elements of supply chain network • Leading Global transformation program of Quality with Consumer-centric approach by developing and implementing strategical and tactical plans across 40+ factories in manufacturing footprint • Achieved 15% reduction in Consumer complaints globally with the deployment of multi-site focus programs called “Consumer Quality Model” for consumer-centric transformation of manufacturing processes enabling instant data bridge between shop floor and markets and lean-agile approach on problem solving • Leading Quality Digitalization roadmap: Digital transformation of JTI Quality Systems with global program called QSENS; supported by machine data, sensor mapping, machine learning and analytics. Scope: 400 lines, 30 factories, 120 project members • Continued development and management of Global processes required for operations, such as CAPA, discrepancy reporting, KPIs, supplier quality, contract manufacturing quality and target setting
• Regional Leadership in quality management, co-creating and delivering to the goals and objectives of the strategic quality plan and financial objectives. (Member of MENEAT Leadership team with 13 plants in scope) • Achieved 35% reduction in (Turkey) consumer complaints in 12 months by developing and implementing “Consumer Quality Model” which conveys the transformation of manufacturing process control in-line with consumer-centric view • Ensures governance and compliance to both mandated standards and processes and an expert level of guidance and mentoring to regional factories in especially FDA-GMP for US market and EU Track and Trace requirements • Focus on standardization of listed methodologies across the region by providing functional direction with Customer focus; CAPA, discrepancy reporting, KPIs, target setting etc. • Full accountability for the implementation of R&D and Global Engineering driven spec-change projects into Supply Chain via effective and compliant Change Management practices
Managing business investment projects mainly related with SCM with a team of engineers. • Responsible for technical & financial feasibility analysis for large scale projects (mainly head count optimization, cost saving, capacity optimization etc.) to support management decision with ROI and Cost Benefit tools. - Subcontracting of SFG production (make or buy) - SFG Logistic System Optimization - QC Test System Automation Project - Facility Investment - Injection Moulding Investment (make or buy)
• Preparation of monthly actual and budgeted brand (P&L) profit & losses, • Preparation of near forecasts of brand profit & losses, product cost figures, monthly and consolidated account profitability report, detailed analysis of brands' performances and comparisons (cost, price, etc)