Jens (Marius) Hütwohl

• Responsible for the functions of purchasing, logistics, order processing, and SCM (approx. 50 FTE)

Purchasing:

• Purchasing volume approx. EUR 70 million
• Set up lead purchasing for Asian products for a sister company in Hungary through central purchasing (volume bundling) and opened supplier bases for group companies
• Insourcing of various product ranges to utilize free manufacturing capacity of acquired companies in Italy, Slovenia, Romania, and Sweden, achieving an average 5% cost reduction
• Streamlined assortment in close alignment with product management and sales (improved material usage rate by 2%)
• Established an integrated annual project planning process with quality and R&D to ensure necessary resources
• Stabilized supplier-transport-supply chains during the COVID-19 pandemic/Ukraine conflict
• Strengthened inventory controlling to reduce COVID-related overstock (–8%)
• Renegotiated COVID/Ukraine price increases (–4% of purchasing volume)
• Consecutive professional development of two strategic buyers to assume purchasing team leadership (2018–2020 and 2020–2023)
• Created transparency of purchasing projects using JIRA project management and integrated them with corporate initiatives (program management)

Logistics:

• Planning, setup, and transfer of logistics systems/processes/personnel for new production sites (business areas: engineered systems, respiratory masks, sports)
• Implemented a robot-controlled small parts warehouse system (–4 FTE)
• Developed a drawer concept for an automatic pallet storage system, including new building and cost calculation (increased space utilization efficiency)
• Introduced 5S (order & cleanliness within lean management) including KPIs
• Introduced market-based wages to improve employee quality including a bonus system based on a new performance review system to reduce FTE by approx. 30% with near elimination of temporary workers

Order Processing/Export:

• Took over the customer service team and implemented a KPI system to prevent errors and ensure timely order entry

SCM:

• Closer integration of planning in purchasing, production, sales, logistics, and sister companies through implementation of advanced planning software (DISKOVER)
• Improved the S&OP process to ensure mid-term capacity planning
• Increased on-time delivery performance from 70% to over 90%

Business Development Respiratory Masks (2021):

• Selected a suitable factory location, activated all SCM functions, and managed new product developments
• Project organization with approx. 20 staff and approx. 30 FTE after site activation
• Handed over the business unit to the newly appointed business unit manager

• Overall management of the company after prior board membership
• Functional responsibility for purchasing, product development, and new business areas
• Implementation of restructuring and growth measures after identifying legacy issues
• Strategic realignment and internationalization of purchasing
• Expansion of business in Eastern Europe and Latin America

• Responsible for trade, voucher subscriptions, special sales, sales marketing, shipping, IT support, and administration (revenue responsibility approx. EUR 25 million; personnel responsibility 35 FTE)
• Negotiated lower trade margins with the wholesale association (–5%)
• Restructured the national field sales organization, reducing FTE by 20% while optimizing customer service
• Redesigned the entire range of promotional materials for trade
• Streamlined organizational structure by relocating various departments into centralized units
• Established an innovation forum in sales for systematic development and execution of innovation projects
• Introduced SAP Data Warehouse technology to create data transparency and set up sales controlling tools
• Implemented a professional complaints management system to assess logistics service providers' performance
• Co-designed a database to cross-link sales, marketing, and editorial activities across departments

• Business development of 'Adhesive Technologies' with a global project team of 12
• Business plan approved by the executive board and international management committee

• Responsible for the motors and components commodity group with an annual purchasing volume of approx. €35 million
• Achieved cost reduction of approx. €1.8 million as early as 1997
• Eliminated a key supplier with €12 million purchasing volume through re-/insourcing
• Piloted and implemented the Design for Manufacturing & Assembly tool for system-based cost optimization of existing designs
• Made make-or-buy decisions for existing assembly lines
• Conducted product benchmarking for an assembly plant