Zurich, Zurich, Switzerland
I am a multilingual global executive with a track record of driving transformation and performance across complex, multinational supply chains and operations. With leadership experience spanning the U.S., Europe, and Asian emerging markets, I specialize in helping companies build scalable, sustainable, and resilient systems that deliver lasting impact—even in the face of crisis. Whether navigating global disruption or leading M&A integration, I bring clarity, cross-functional alignment, and calm, decisive leadership. My background spans executive leadership roles across operations, supply chain, logistics, and strategy, enabling global organizations to reduce cost, increase agility, and accelerate growth across regions. - Transformation Leadership: Led large-scale restructuring and operational turnarounds - Cross-Border Expertise: Deep knowledge of U.S., Asian and European markets, regulations, and cultural dynamics - Crisis-Tested: Trusted to lead through disruption, supply shortages, and geopolitical instability - Multilingual: Fluent in English, German, French and Italian, adept at building trusted relationships across cultures and business units - Collaborative Execution: Known for uniting teams across functions, countries, and priorities to deliver bold outcomes I thrive in environments where strategy meets complexity—where bold vision and precise execution drive business results. As I look ahead, I’m seeking a global leadership role with a purpose-driven organization—ideally with operations in the U.S. and/or Europe—that values innovation, sustainability, and operational excellence. Professional Website: ralf-maurer.com
Intentional sabbatical • Expatriation to the USA • Participation in an 8-day mountain bike stage race in South Africa (Cape Epic) • Course at MIT Sloan: Organizational Design for Digital Transformation
Member of the Executive Leadership Committee | Migros Industry (CHF 5.8B Turnover | 14,000+ Employees Worldwide) Private Label Manufacturing Division of Migros – Switzerland’s Largest Retailer As a senior executive at Migros Industry, I led the strategic and operational transformation of supply chain functions across 25+ global production sites. My remit spanned the full spectrum of operations—from sustainability and safety to digitalization and talent management—impacting over 14,000 employees worldwide. 🔹 Supply Chain & Operations Leadership Built enterprise-wide SCM capabilities across: • Safety, Health & Environment (SHE) • Sustainability & ESG initiatives • Quality Management & Compliance • Engineering & CAPEX Strategy • Manufacturing Excellence (LEAN/CI) • Planning, Logistics, Warehousing • Direct & Indirect Procurement • Digitalization of Factories & Supply Chain 🔹 Organizational Strategy & Execution Co-led SCO Controlling and HR Business Partnering, focusing on leadership development and talent pipeline growth. Introduced and scaled strategy execution and shopfloor management frameworks, aligning all supply chain and operations teams under three core priorities, which were later adopted across the whole enterprise. Served as an active architect of Migros Industry’s Group-wide Supply Chain & Operations strategy, emphasizing manufacturing footprint optimization and capital efficiency. 🔹 Crisis Management & Business Continuity Appointed Head of Crisis Management for Migros Industry and Deputy Head for the Migros Group (covering 100,000+ employees). Successfully led the organization through: • The COVID-19 pandemic (2020–2021) • The European energy crisis (2022–2023) – with zero major service interruptions Key Achievements 40% reduction in workplace accidents 20%+ decrease in major quality incidents 3x increase in operational cost savings
Head of Dairy Division | Strategic & Operational Turnaround Leader Responsible for Full P&L, Manufacturing, Distribution & Business Development of CHF 590M Dairy Business Unit As the executive in charge of the dairy branch within the group, I led the end-to-end value chain—from large-scale production and distribution to site strategy and technical development—delivering transformative results in operational efficiency, safety, and profitability. 🔹 P&L and Site Leadership Oversaw production and distribution of 260,000+ metric tons of dairy products, generating CHF 590M in annual revenue Directed both day-to-day operations and long-term strategic development across multiple manufacturing sites 🔹 Turnaround Management & LEAN Execution Led a significant turnaround of the flagship production site (600+ employees) by implementing LEAN shop floor management principles Achieved: • 18% reduction in consumer complaints • CHF 3.6M in conversion cost savings • 48% reduction in workplace accidents within one year 🔹 Group Safety Leadership Appointed Group Safety Lead, accountable for health & safety strategy, implementation, and compliance across all production entities 🔹 Strategic Transformation Designed and executed a new business strategy to modernize operations, improve margins, and strengthen the division’s competitive positioning in a saturated market
Strategic Leadership Across 28 Sites | 215,000+ Tons Annual Production Held global strategic responsibility for Nestlé’s Infant Cereals manufacturing operations, overseeing the production network across 28 international facilities with a total output exceeding 215,000 metric tons annually. 🔹 Global Manufacturing Strategy Led the end-to-end global manufacturing roadmap for one of Nestlé’s most sensitive and quality-critical product categories Aligned global operations with corporate standards in food safety, quality, productivity, and sustainability 🔹 Network Optimization Drove performance consistency and efficiency across all production sites through shared best practices, KPI harmonization, and capital planning strategies 🔹 Executive Collaboration Partnered with R&D, Quality, and Regional Leadership teams to enhance infant nutrition product integrity, reduce risk, and support innovation pipelines across emerging and mature markets
Full Site P&L Responsibility | 300 Employees | 23,000 Tons Annual Production As Plant Manager, I held full operational and strategic responsibility for one of Nestlé’s core manufacturing sites, producing 23,000 metric tons annually of both Infant and Adult Cereals—a category requiring world-class quality and safety standards. 🔹 End-to-End Site Operations Led a workforce of nearly 300 employees, overseeing production, quality, maintenance, logistics, and SHE compliance Maintained strict alignment with Nestlé’s global standards for infant nutrition safety, regulatory compliance, and performance excellence 🔹 Operational Excellence & Leadership Cultivated a high-performance, safety-first culture, empowering frontline teams and middle management through structured KPIs, coaching, and continuous improvement initiatives Delivered consistent output, cost efficiency, and product quality while managing volatility in supply and demand 🔹 Cross-Functional Alignment Collaborated across supply chain, R&D, and commercial units to drive plant agility, customer service levels, and innovation readiness
£70M Budget | 90 Employees | End-to-End Operations for Dairy Processing & Coffee Mixes Held full operational responsibility for a complex production value stream supporting Nestlé’s Coffee Mixes line—including dairy processing, spray drying, and dry mixing—across multiple high-throughput units. 🔹 End-to-End Manufacturing Leadership Managed milk intake and separation (55M liters/year), 2 spray dryers (20K tons/year), 2 booster plants (4.5K tons/year), and a dry mix facility (24K tons/year) Led a team of 90 employees, including 10 direct reports, with full accountability for safety, quality, output, and cost performance Oversaw an annual operating budget of ~£70 million 🔹 Capital Projects & Technical Innovation Directed implementation of major capital investments, including new booster and dry mix plants Led critical upgrades to liquid handling processes, successfully eliminating microbiological risks and ensuring compliance with Nestlé’s global food safety standards 🔹 Quality & Efficiency Gains Drove a 1.6% reduction in total cost of non-quality (CONQ) through systematic root cause elimination and process reliability improvements 🔹 Strategic Alignment & Continuous Improvement Developed and implemented the site’s Manufacturing Strategy, introducing structured business review meetings to align operations with commercial and supply chain goals