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

Large-scale infrastructure projects 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 funding-compliant/funding-eligible construction partners. (2) Funding management: establish as a separate and integral part of procurement and contract logic, (3) to avoid cuts, ensure billing eligibility and enable scaling. (4) Funding-compliant tender process (including funding audit simulation), (5) Operational stabilization of ongoing projects through performance tracking/vendor management; (6) Reduction of funding risks

• Led the establishment, scaling and management of the partner sourcing taskforce
• Conducted a screening of 212 new construction partners, of which 98 were qualified and audited
• Installed two quality gates to ensure quality
• Professionalized and accelerated the project 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 space for a digital procurement platform for B and C items
• Onboarded 5 partners from procurement consulting, public sector, and corporate shared services
• Adapted the strategy to market requirements (VUCA world)
• Managed one employee
• Reported to the CEO

• Supported the rollout of a company merger and led cost reduction initiatives
• Eliminated cost drivers and renegotiated existing contracts, saving 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 department and increased maturity
• Reduced the team from 5 to 3 FTE and positioned 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

• Took over setup, scaling and management of the strategic procurement area for non-trade goods (NHW)
• Was responsible for the carve-out of the division from Douglas Holding (carve-out)
• Served as the pacesetter for all investments
• Built the team from 0 to 4 FTEs
• 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

• Implemented potential analyses in 15 product categories for direct and indirect needs

• Monitored service delivery in terms of quality, cost, and time
• Was responsible for tenders, monitoring and controlling service providers for network, data center, desktop services, and software in strategic procurement

• Supported an IT outsourcing project (e.on IT)
• Developed and monitored strategic suppliers for communication solutions and managed services within 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 due to cost pressure in the automotive industry

• Led several internal projects to reduce material costs in line with corporate targets

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

• Advised on cost-efficient processes and organization