Frieder Timmerbeil-Interim CPO | Senior Expert in Procurement Excellence | Structure, Control & Maturity Development in Procurement

Infrastructure mega-projects in construction procurement. I. Renewable energy infrastructure. II. FTTx fiber infrastructure (turnkey projects). Direct reports: None Reporting line: CEO, COO of the investor's portfolio companies.

• ASSIGNMENT & OBJECTIVES:**
• Quality management: qualified, audited and subsidy-compliant / subsidy-eligible construction partners. (2) Subsidy management: establish as a separate and integral part of procurement and contract logic, (3) to avoid cuts, ensure billability and enable scaling. (4) Subsidy-compliant tender process (including subsidy audit simulation), (5) Operational stabilization of ongoing projects through performance tracking / vendor management; (6) Reduction of subsidy risks.

• Took over setup, scaling and leadership of the partner sourcing taskforce
• Conducted screening of 212 new construction partners, of which 98 were qualified and audited
• Installed two quality gates for quality assurance
• Professionalized and accelerated the planning process
• Professionalized vendor management and performance tracking
• Managed an annual spend volume of over €1.5 billion
• Led 2 employees
• Reported to the CPO and CFO

• Developed and implemented a marketing partner strategy in the B2B environment for a digital procurement platform for B- and C-items
• Onboarded 5 partners in procurement consulting, public sector and corporate shared services
• Adapted the strategy to market-driven requirements (VUCA world)
• Managed 1 employee
• Reported to the CEO

• Supported the rollout of a corporate merger and led cost reduction initiatives
• Eliminated cost drivers and renegotiated existing contracts, achieving savings of 11.2%
• Negotiated and halted projects and investments to secure liquidity as part of COVID-19 measures
• Reported to the CPO

• Reorganized the group procurement area and raised its maturity level
• Reduced the team from 5 to 3 FTEs and established procurement as a business partner
• Achieved savings of 15%
• Integrated digital processes and outsourced C-material procurement to business units via digital platforms (Coupa, later Mercateo)
• Managed 3 employees
• Reported to the CFO and the owning family

• Led the setup, scaling and management of the strategic procurement area for non-trade goods (NHW)
• Managed the carve-out of the unit from Douglas Holding (Carve-out)
• Set the pace for all investments
• Built the team from 0 to 4 FTE
• Established procurement as a Business Partner along the value chain
• Achieved savings of 16%
• Introduced digital platforms and E-Catalogues for store needs
• Reported to the CFO

• Consolidated a procurement division with 6 employees

• Carried out potential analyses in 15 categories for direct and indirect needs

• Monitored service delivery for quality, cost and time
• Managed tenders, monitoring and control of service providers for network, data center, desktop services and software in strategic procurement

• Supported an IT outsourcing project (E.ON IT)
• Developed and oversaw strategic suppliers for communication solutions and managed services as part of vendor management

• Developed category strategies for IT hardware, software, services and consulting (including SAP licenses and SAP consulting)
• Conducted potential analyses and defined procurement strategies and savings levers

• Reduced material and project costs in response to cost pressure in the automotive industry

• Led several projects within the group to reduce material costs in line with corporate targets

• Took on temporary leadership roles and executed C-level consulting projects
• Focused on building, restructuring, and reorganizing procurement departments
• Specialized in strategy, organization, processes, and sustainable cost efficiency
• Developed the maturity levels of business units

• Provided consulting on cost-efficient processes and organization