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

Infrastructure large-scale projects construction procurement. I. Renewable energy infrastructure. II. FTTx fiber optic 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 cutbacks, ensure billability and enable scaling. (4) Funding-compliant tender process (incl. funding audit simulation), (5) operational stabilization of ongoing projects through performance tracking / vendor management; (6) reduction of funding risks

• Led the setup, scaling and management 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 from procurement consulting, public sector and corporate shared services
• Adapted the strategy to market-driven requirements (VUCA world)
• Led 1 employee
• Reported to the CEO

• Supported the rollout of a company merger and led cost reduction initiatives
• Eliminated cost drivers and renegotiated existing contracts with 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 function and increased the 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 the procurement of C-materials via digital platforms (Coupa, later Mercateo) to the business units
• Led 3 employees
• Reported to the CFO and the owner family

• Took over building, scaling and leading the strategic procurement area for non-trade goods (NHW)
• Was responsible for spinning off the division from Douglas Holding (carve-out)
• Acted as the pace-setter 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 area with 6 employees

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

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

• 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 saving levers

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

• Led several projects across the group to reduce material costs according to corporate targets

• Took on temporary leadership roles and conducted consulting projects at C-level
• Focus 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