Lisse, South Holland, Netherlands
Broad international experience in the automotive and construction industry and have a specialization in lean manufacturing and continuous improvement activities. I am result-driven, energetic, take responsibility and my track record proofs this. An open management-style to motivate people is important. The status-quo is never good enough, instead I like to be entrepreneurial towards new opportunities. Opportunities are judged on the basis of a long-term perspective. Started a new venture in renewables. Mission is to make decentralised energy generation profitable. As a first step donQi developed an Urban Wind Turbine with Dutch Aerospace Lab, TU Delft and several Dutch industrial players. Specialties: General management, lean manufacturing, continuous improvement, purchasing, steel industry, value chain management, contracting business, renewables, new ventures
Responsibility for all worldwide steel purchases (€ 250 Mio +) and implementing Bosal worldwide sourcing organization. Focus on continuous improvement throughout organization. • Steel price reductions of € 1,9 Mio in 2012 and € 4,2 Mio of reduction in 2013 • Implemented strategy on dual sourcing and regional versus import suppliers • One-third reduction of worldwide steel supply base by 36 suppliers to 71 suppliers • Implementing rolling forecasts in all operations reducing stocks in full value chain • Several make versus buy studies • Cash optimization project using Supply Chain Finance and extending payment conditions • Application of supply agreement model for annual and multi-year contracting
Starting up a Urban Wind Turbine company, 2011 sales € 1.2 Mio Financing through venture capital (Start Green), subsidy from SenterNovem and loan over Regional Development Agency Developing and building prototypes with Dutch Areospace Laboratory and Technical University Delft Industrialization process with Roteb, Rotterdam including supply chain and FMEA Setting up sales organization in The Netherlands and eight international markets selling the first 320 Urban Wind Turbines
Profit & Loss responsibility for a fully integrated business unit Business unit includes R&D, manufacturing and sales of air handling units with all supporting functions €39 M of sales to EMEA region and 300 employees Achieved results: - full integration of previously privately-owned company into Carrier Corporation - EBIT improvement by € 4 Mio between 2005 and 2007 - € 4,1 M of sales increase from € 34,4 M in 2005 to € 37,6 M in 2007 - 58 fte’s of headcount reduction from 2004 to 2007 - Development of three new product lines and 10%+ of cost reductions on main product line - One-third reduction of production area - Reducing TRIR from 1,15 to 0,68 YTD 2007
Direct responsibility for a purchase value of € 462 M and 12 commodity families Central procurement organization with 7 commodity buyers, 10 forward program specialists and 4 local buyers Responsibility include sourcing strategies and decisions, project management, total material cost savings, supplier performance management and technology road maps Account responsibility (€4.5 M) for USN-Centuri/KwikFit in The Netherlands Achieved results: - Integration of Zeuna Staerker procurement organization (acquisition January 2003) - FY03 TMC savings of 3.89% on the A+ET side and 1.68% on the LVA side - Reduction of quality defects from 1,102 to 707 PPM and 99%+ delivery rate - 15% supply base reduction and resourcing to low-cost countries - Implementation of 10 day Request-For-Quotation turn-around - 85%+ of supply base certified on basis of QS9000/TS16949 - $ 20M of e-auctions in FY03
Responsibility for operations of aftermarket exhausts and catalysts and European logistics platform with an extensive national and international customer base Total revenues $ 46 M and 390 employees Responsibilities for manufacturing, quality, human resources, logistics, finance, purchasing and development Achieved results: - turn around of significant loss making operation into a break-even situation; - one-third increase of productivity; - freeing up of 7,000 m2 of production area while maintaining same output capacity; - 10 days reduction of work in process from 12 to 2 days; - carrying out a redundancy plan for 65 people and creating 35 others; - creation of European logistics platform by adding 350,000 shock absorbers to warehouse; - reorganization of management team to seven key functions.