Thorsten Heinisch-Head of Global Purchasing ad interim

Leading the global purchasing team for raw materials and indirect purchasing

Organizational development and role definition

Taking over the global logistics function

Developing a global transport strategy for 6 sites (DE, US, CN, VN)

Tender management

Defining logistics processes and mapping them in ERP Canias

Price and contract negotiations for raw materials and CAPEX

Implementing a global purchasing structure

Defining a qualification matrix and qualification requirements

Defining a product group strategy

Defining and implementing global logistics and transport standards

Reducing transport costs by 45 %

Project planning and coordination of sourcing activities

Creating and analyzing cost breakdowns

Creating RFI/RFQ documents

Price negotiations

Coaching and sparring with the purchasing team as well as other subproject leads

Advising on the optimization of processes in the purchasing team / project purchasing

Optimizing task distribution and goal setting

Advising on project management and project controlling

Improving communication and meeting structures

Advising on identifying and implementing cost reduction potential

Meeting target costs of the bill of materials

Sourcing for all components and pre-qualification of a 1st and 2nd source

Defining target processes

Organizational development

Defining product group and supplier strategy

Supporting the introduction of a MES system

Establishing a state-of-the-art purchasing function

Reducing material prices by approx. 15 %

Reducing working capital by approx. 20 % while ensuring the company’s supply security

Mapping of the entire order network and demand planning

Project management (team of 4 employees)

Concept development

Creation of specifications

Tendering and negotiation of the framework agreement

Implementation

Reduction of order process costs by >20%

Introduction of an MES system

Increase in customer OTD by 15%

Introduction of a cloud-based e-procurement platform

Project management (team of 5 employees)

Concept development

Definition of target processes

Creation of the rollout plan

Purchase of a customized tugger train system

Implementation

Introduction of a tugger train system for supplying and removing materials from production

Reduction of industrial truck costs by 70%

Increase in OEE by 2%

Sub-project lead for logistics (team of 3)

Master data cleansing

Design of the target process

Preparation of the specification document for SAP programming

Implementation

Mapping of all logistics processes and all related costs in SAP