Frieder T.-Interim CPO | Senior Expert Procurement Excellence | Structure, Management & Maturity Development in Procurement

DeNe is part of the ensio Group (Leading French company for telecommunications and energy infrastructure. Investor Montefiore Investment).

• Fiber optics / FTTX rollout (joint installation with power lines), civil engineering, EPC projects

• Building, scaling & managing a qualified subcontractor / construction partner portfolio

Focus:

I. Market screening & listing (supplier validation)

II. Contractor Readiness & Cluster Release (tendering and project planning)

III. Vendor Management (operational management of construction partners during rollout projects)

Large infrastructure 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) in order to avoid reductions, ensure billability and enable scaling. (4) Funding-compliant tendering process (including funding review simulation), (5) Operational stabilization of ongoing projects through performance tracking / vendor management; (6) Reduction of funding risks

• Established, scaled and managed the Partner Sourcing task force
• Screened 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 annual spend of more than 1,5 billion €
• Managed 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 the areas of procurement consulting, public sector and corporate shared services
• Adjusted the strategy to meet market requirements (VUCA world)
• Managed one 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 stopped projects and investments to secure liquidity as part of COVID-19 measures
• Reported to the CPO

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

• Took over the setup, scaling and management of the strategic procurement function for non-trade goods (NHW)
• Managed the carve-out of the function from Douglas Holding
• Acted as the driving force for all investments
• Built the team from 0 to 4 FTE
• Established Procurement as a business partner across the value chain
• Achieved savings of 16%
• Introduced digital platforms and e-catalogues for store requirements
• Reported to the CFO

• Consolidated a procurement function with 6 employees

• Conducted potential analyses in 15 categories for direct and indirect requirements

• Monitored service delivery in terms of quality, cost and time
• Managed tenders, monitoring and controlling of 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 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 due to cost pressure in the automotive industry

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

• Assumed temporary leadership positions and carried out consulting projects at C-level
• Focus on building, restructuring and reorganizing Procurement departments
• Specialization in strategy, organization, processes and sustainable cost efficiency
• Developing the maturity of business units

• Consulting on cost-efficient processes and organization