Bernd Habicht

• Quickly took over responsibilities after predecessor's departure
• Quickly prepared alternative procurement scenarios with transparent commercial analysis
• Thematically and personally reconnected loose, interdisciplinary threads
• Identified win-win potentials in cooperation with customers

• Reduced inventory, increased parts availability
• Systematically identified control data gaps using Lean Management
• Developed and aligned a concept to close the gaps
• Developed an optimization model with significant inventory reduction
• Stabilized suppliers, optimized organization and processes

• Redefined service levels, developed KPIs for regular performance measurement, agreed on targets, and assigned reporting responsibilities
• Professionalized contracts for procuring personnel services
• Further developed contracts and logistics requirements
• Selected new team members and standardized onboarding
• Finalized equipment and service contracts well below budget

• Compensated project delays to avoid six-figure penalties
• Caught up a six-week project delay, finished three days before the deadline
• Developed a winning spirit and performance-oriented leadership
• Improved team commitment to goals through intensive shop-floor work
• Exceeded targets daily

• Made up for delivery delays and reviewed failed project organizations
• Identified and realigned interdisciplinary interfaces
• Held one-on-one meetings with key players on both sides
• Conducted on-site stakeholder meetings to increase capacity, replace leaders, and support staffing
• Streamlined task allocation, progress monitoring, and error correction

• Reviewed organizational structure and processes and supported improvements
• Trained cross-functional project management

• Compliance coordinator and leader of interim projects
• Responsible for knowledge management reorganization subproject
• Led the company-wide steering committee with a best-practice approach
• Secured creation of a dedicated organizational unit within the executive board
• Optimized company-wide collaboration with universities
• Negotiated and rolled out standard cooperation agreement
• Published the first catalog of German-language railway research
• Organized technology days at universities
• Established concepts for executive mentors and scholarship holder engagement
• Represented DB to scientific institutions, committees, the EU and industry
• Represented topics in German and European committees
• Funded an endowed professorship through DB and industry partnerships
• Represented the 'Railway Research 2025' project
• Standardized grant acquisition processes across the group
• Provided commercial advice to SHIFT2RAIL applicants
• Conceived and published the first DB grant handbook
• Doubled grant income
• Responsible for compliance risk in procurement
• Designed and rolled out compliance training for about 1000 corporate buyers

• Sustainably improved performance and costs of €4B service providers
• Reduced costs by 30% through post-merger integration into 7 companies
• Led PMO to eliminate duplicate structures
• Supported group-wide organizational structure, process and workflow design
• Successfully crafted executive board proposal 'Founding DB International'
• Supported restructuring of the DB job service
• Led group-wide make-or-buy project
• Redefined technical and business fundamentals
• Created 1,100 positions in the group through insourcing

Head of Sales Coordination:

• Doubled external revenues to €200M in three years
• Supported professional development of 300 salespeople
• Bundled services into customer-oriented system services
• Professionalized bid calculations and marketing
• Established trade show appearances and controlling
• Developed a successor within the team

• Improved customer orientation and acceptance in parts purchasing
• Integrated procurement and materials management for spare parts
• Maintained 160,000 SAP data records for inventory optimization
• Trained in cost modelling, target costing, and specification simplification
• Improved pricing and service with international suppliers
• Developed a successor within the team

• Prepared cooperation between IVG and Deutsche Bahn AG

• Expanded the mineral oil service portfolio to end customers
• Created business plan for company acquisitions
• Completed portfolio expansion by acquiring 10 companies
• Renovated the repair shop and introduced cost center
• Integrated Eastern European subcontractors after quality assurance
• Completed the restructuring in 9 months

• Built a reliable supply chain and realized procurement potentials
• Learned lean management, TQM, and TPS in Switzerland and Japan
• Reduced delivery time from 13 to 3 weeks through process optimization and introduction of a two-shift operation
• Led the Sales & Distribution reengineering for Germany, Austria, Switzerland, Italy, and the Netherlands
• Developed a ten-year strategy for warehousing and distribution processes
• Improved order-related packaging supply with cost modeling (70% shorter replenishment times, 30% cost reduction)

• Voluntarily resigned during probation

• Implemented holistic control to improve service efficiency
• Improved finished goods availability while reducing inventory by 30%