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

Major infrastructure projects in 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 & GOALS:

• Quality management: qualified, audited and funding-compliant / funding-eligible construction partners. (2) Establish funding management as a separate and fixed part of procurement and contract logic, (3) to avoid cuts, ensure billability and enable scaling. (4) Funding-compliant tender process (including simulation of funding review), (5) operational stabilization of ongoing projects through performance tracking / vendor management; (6) reduction of funding risks

• Took over the setup, scaling and leadership of the Partner Sourcing taskforce
• Screened 212 new construction partners, of which 98 were qualified and audited
• Installed two quality gates to ensure quality
• Professionalized and accelerated the planning process
• Professionalized vendor management and performance tracking
• Responsible for an annual spend volume of more than €1.5 billion
• Led 2 employees
• Reported to the CPO and CFO

• Developed and implemented a partner marketing strategy in a 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)
• 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, 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 area and increased 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 to the business units via digital platforms (Coupa, later Mercateo)
• Led 3 employees
• Reported to the CFO and the owner family

• Took over the setup, scaling, and leadership of the strategic procurement area for non-merchandise goods (NMG)
• Was responsible for the spin-off of the area from the Douglas Group (carve-out)
• Acted as the driver 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 requirements
• Reported to the CFO

• Consolidated a procurement area with 6 employees

• Implemented potential analyses in 15 product groups for direct and indirect demand

• 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 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 as well as 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 corporate targets

• Took on temporary leadership roles 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
• Development of the maturity level of business units

• Consulting on cost-efficient processes and organization