Ulrike Bertrand - Supply Chain Transformation Lead, Lübeck

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Hamburg, Germany

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Experience

Jan 2026 - Present

10 months

Lübeck, Germany

Transformation lead

Hansestadt Lübeck · Lübeck Port Authority (LPA) – municipal port administration (infrastructure management, port railway, port

Situation and Challenge:

LPA has so far been part of the city's core budget – no financial autonomy (no relevant data, processes or powers)
MACH ERP system unsuitable for in-house operation; MACH replacement in the Hanseatic city of Lübeck by December 2028; competition for staff resources
Port location is underperforming (Deloitte); competition for investment within the core budget is leading to a gradual and steady deterioration of port infrastructure, resulting in customers cancelling orders -> losses in cargo handling.
Staff shortages in the Customer Management & Internal Services department are significantly increasing the pressure on projects · The LPA organisation is stuck in silos

Objectives and tasks:

Preparation for the spin-off of LPA into EHL, a commercially operated municipal enterprise, with effect from 1 January 2027; support until the takeover by the internal PL. Drafting of a business plan for the City Council's approval of EHL
Shortlisting of suitable ERP systems to serve as the digital backbone of the future EHL, taking into account the timetables of the relevant committees.
Mapping of core processes to be defined within the ERP system and development of a suitable organisational structure for the target state.
To prepare for and bring about committee decisions at project and policy level

Measures and Procedure:

Brief analysis of the current situation: stocktaking, assessment of the status quo, evaluation of the results with departmental management
Organising the current business into four new core processes to be introduced: Financial Accounting, Project Management, P2P, OtC. · LPA scoping: stakeholder consultation
Selection of a technical service provider, preparation of the tender documentation and awarding of the contract in accordance with the local authority's procurement procedures
Process and business area definitions, divisions · FIT/GAP analysis · Process mapping (actual vs. target), used to derive the change map
System design and configuration: Basic configuration (chart of accounts in accordance with GemHVO_SH), master data structures, workflows tailored to requirements
Data migrations: organising customers, suppliers, items and assets · MACH data exports

Results and Successes:

Restructuring of established administrative processes into four optimised core processes · Market analysis · Selection of an ERP solution · Management of the decision-making process
Executive Committee resolution, February 2026: Introduction of SAP Business One as the digital ERP backbone: financial accounting, project management, procurement (P2P) and sales (OtC) in 2026
Approval from the Digital Gov. Board obtained in the HL · Data protection assessment for cloud solutions with DOS completed
Sub-project: Business plan submitted on time and for consideration by the City Council
Process mapping completed: Financial Accounting, Project Management, Purchasing, Sales · Scenarios documented · All integration applications (Orca AVA, Zedas, E-Plas, building inspections in Excel) clarified in SAP BusinessObjects and data import structurally prepared
Key user basic training courses 1 and 2 successfully completed (April 2026) · Handed over to internal project manager in May 2026 with an overall project status of GREEN

Jan 2025 - Dec 2025

1 year

Head of Procurement & Master Data

Sebamed

Objectives and tasks:

Stabilization of material flows, avoid production stoppages due to missing materials.
Improvement of Sebamed procurement performance. Lead the team (9 procurement + 3 master data + 2 plant planning in matrix)

Measures and procedure:

Short analysis of the "current situation": Identification of two primary problem areas:
Managing the business/supply chain via two decoupled ERP systems
Fragmented core processes and unclear decision structure (RACI for stakeholders, limited process understanding, missing decision lines)
Project plan (approved by management) to:
Create a stable demand base to kick off procurement reorganization
Establish structured category management
IT project to stabilize material flows (internal and CMO warehouse active; others missing) to prevent significant production inefficiencies

Results and successes:

Start ABC data collection: purchasing overview, facts & figures, and personnel
Target requirements for Purchasing and Master Data departments defined – move away from reactive work in Excel, emails, and paper
Guidance for employees on working with a category management system
Staffing concept for implementing category management (including CMO demand)
IT project plan underway: identify and empower suitable support to organize automatic data transfer and reconciliation of the TOP 5 transactions between the ERP systems Pro-Alpha and Blending

Special remarks:

Project termination by interim manager due to ongoing obstruction of further implementation by the executive management, contrary to the agreement made with the GL/Management Team. Further discussions with the owner/GL were not productive, therefore the mandate was terminated.

Jan 2025 - Dec 2025

1 year

Director Sales & Operation Planning

Vincorion

Objectives and tasks:

Assessment of the situation & gathering of status quo, evaluation of the results with the management
Development and prioritization of short-, medium-, and long-term actions for sustainable improvement and increased output
Introduction of a continuous rolling forecast process (Sales, MRO-requirements, Program, Project and Prototype needs)
Leadership of the S&OP team at three sites, professional and personal development of the employees

Measures and procedure:

Process and metrics definition implemented by company "Staufen"; implementation failed and was terminated after three cycles.
Demand overview is incomplete; inputs involve more than 75 people following individual rules; data quality issues exist.
ERP ecosystem is fragmented; reliance on Excel leads to insufficient decision foundations.
Capacities: no dedicated planning module; strategic/tactical capacity planning per sales product is not feasible within SAP R3 ECC; there are only fragmented views.
ERP is effectively a "no-man's-land"; only a small number of key users with mixed end-to-end responsibilities.
There is a significant volume of orders with historically late delivery dates (net procurement value > €22 million) requiring stock reductions.
Misalignment between volume planning and financial planning.
Key implication: Lack of integrated planning undermines forecast accuracy, inventory optimization, and on-time delivery.
Data quality and governance gaps impede reliable decision-making.
Limited end-to-end ownership reduces accountability and speed of response.

Results and successes:

Prepare way to SAP – Single Point of Truth: Resolve overdue orders by rescheduling in SAP while considering all needs (including MRO) 30 months in advance (product group sprints) → unified demand view, alignment with pre-planning in the ERP, and material availability on the critical path per product group, taking into account the respective ramp-up plans. On-Time-Delivery (OTD) substantially improved. Start cross-functional rolling planning, top 5 product groups in sprints.
Make SAP-ECC fit for purpose: PP - Prognosis tool introduced as an immediate interim solution to consolidate multiple demand streams into a single demand view.
Delivery date field swap; re-activate the plan-effective delivery date field by introducing a new info field "Contract Date" in SAP.
Create a component-FC to enable strategic procurement. All queries to better handle exception messages in lower assemblies.
Unified planning process for the disposition.
Mid to Longterm tool solution prepared in parallel: IBP Modules "S&OP" and "Supply & Response" selected, aligned internally, prepared for advisory board approval. Benefit: transparency on current network utilization, order-based decision making, prioritization and allocation planning, as well as "What-if" scenarios.
Early involvement of the permanent role holder well before start and handover.

Jan 2022 - Dec 2023

2 years

Global Implementation SAP S 4 HANA Lead Business Unit Flavour & Fragrances

Lanxess AG

Objectives and tasks:

The task for the global implementation manager of the Flavour & Fragrances BU was to lead the business unit to the specified go-live date and to manage the introduction of the Lanxess standard. The aim was to create complete transparency in the former EKC, which had three different plants with extremely different processes and workflows, by harmonising processes. The aim was to integrate planning across the board, replace Excel in EKC and introduce SAP/IBP Demand BU-wide for all 5 sites.

Measures and procedure:

In order to achieve these goals, the project plan and the setting were adapted. Process mappings were carried out, integration into the Lanxess standards was driven forward and understanding between the "different worlds" was created. There were no liaisons between Prism and SAP, so an effective key user structure was established in the system tandem (Prism/SAP). In addition, staff from other business units were recruited to manage the challenging timeframe and manageable data quality. Together with employees from various other business units, a viable project team was formed and launched. This approach was a first for Lanxess.
Walkthroughs and global meetings with integrative end-to-end process demonstrations took place. With an integrative management style and a "get-it-done" mentality, the entire team was motivated to perform at their best and the work packages were completed on time at the end.

Results and successes:

The go-live of EKC went smoothly and was celebrated as the best introduction in the history of Lanxess. The complex changes were implemented sustainably and the entire team worked with great motivation until the project was completed.
The introduction of IBP Demand was completed on schedule and the Flavour and Fragrances business unit was successfully converted to the Lanxess standards at 5 production sites. With extensive international project and, above all, change management experience, the many challenges were solved and implemented pragmatically.
Few project "leftovers" were handed over to the line with an effective working (key user/community/process documentation) and meeting structure. This project is an outstanding example of efficient global implementation and integration within Lanxess AG, according to CEO Matthias Zachert.

Jan 2021 - Dec 2021

1 year

Integrated planning processes, establishment of "single points of truth" & constraints process to control the supply chain

BioNTech

Objectives and tasks:

Process optimisation of the core processes, especially the completely decoupled short/long-term production planning.
Introduction of planning software (COPP- CorVAC PP, later also Rapid Response), replacement of planning in Excel.
Development of an overview of the regulatory requirements per target market, regular updating of this overview and establishment of a process to take these into account in planning. Expansion to include production/manufacturing-related authorisations/restrictions in a rapidly growing network
Transparency in the material flow of the network at the individual production stages, robust control of deliveries, ability to plan -75°C storage capacities

Measures and procedure:

Analysing the benefits of planning systems, selection (long-short list) and introduction of "off-the-shelf planning software", go-live after 20 weeks.
Planning in Excel abolished, planning processes actual/target visualised, backward planning process (starting with supply target) in the short-term horizon, forward planning (demand driven) in the horizon > 13 weeks, here too: Excel planning replaced.
Overarching planning premises developed and
Consistency in the planning systems established and implemented via a "single point of truth constraint file".
Definition of planning horizons, definition and co-introduction of the "frozen period" as an initial network stabilisation measure.
Development of a batch coding logic for the purpose of batch-wise information definition and transfer between the individual production stages. Testing suitable or existing systems for suitability

Results and successes:

Presentation of an improved SCM structure, in particular the linking of the previously decoupled planning departments, clarification/implementation of roles and responsibilities, reduction of redundancies and complexity, process recordings, visualisations in process maps.
Definition/establishment of a cross-functional (Supply/REG/CMO/Tech Transfer/Processes & Systems, QC, QA) forum for the purpose of a harmonised overview of PPQs.
Inclusion of regulatory requirements and official approvals in the planning system, significant increase in output.
Onboarding strategy for new CMOs (3rd's) -> basis for congruent planning assumptions in the organisation. Establishment of robust planning agreements with international network partners Pfizer/Fosun.
Benefits of capacity and demand-oriented planning visualised, differences to the start of a "fictitious" supply target demonstrated, employees and managers trained, S&OP process prepared

Jan 2019 - Dec 2020

2 years

Global Supply Chain Director

Aerius Marine GmbH

Objectives and tasks:

Process optimisation of core processes, restructuring of supply chain processes
Transparency in material flow and robust control of deliveries to shipyards and customers (direct/via warehouse)
Assuming responsibility within the organisation
Clear picture for management: Purchasing always demands additional FTEs... But it is often too late, too inefficient, the purchasing department is "bypassed"

Measures and procedure:

Recording the current situation in the various areas (grey/white/service/spare parts business and maintenance)
Target state defined and approved with all steakholders
Established a binding set of rules for internal collaboration (e.g. all goods movements can be tracked in the ERP, warehouse employees do not order from suppliers)
Assuming disciplinary leadership as warehouse manager, team building with suitable skills
Regular reporting to the Dutch PE shareholder group
Assumption of disciplinary leadership as global Supply Chain Director (35 FTE excl. sub.)

Results and successes:

Presentation of an improved SCM structure, reduction of redundancies and complexity, process recordings, visualisations in process maps
Restructuring of the entire flow of goods from purchasing, work preparation, warehouse, export, spare parts business
Clarification of roles and responsibilities and interfaces, internal customer requirements incorporated into processes, e.g. assembly
Material flow organisation, improvement of delivery capabilities at shipyards and customers, introduction of location-managed warehouses, implementation also in ERP
Implementation of prefabrication concepts for improved assembly performance
Strategic component management, standardisation of product groups, assemblies and material catalogues/digitisation, implementation in ERP
Standardisation of enquiry and ordering, requirements determination and delivery processes in various areas (grey/white/spare parts/service), reduction in personnel by approx. 30%.
Advice and support with regard to supply logistics
Handover to permanent job holder

Jan 2019 - Dec 2019

1 year

R-steel

Processes:

Standards, performance, robust, value-adding

Integration of Emerald Kalama Chemicals as part of a S4 HANA introduction
(Re)establish delivery capability, improve delivery reliability, appropriate responsiveness to strongly fluctuating demand
Global implementation of a Group-wide template
Transformation project Phase 0 – definition E-2-E, SOIP

Jan 2018 - Dec 2018

1 year

Integration of material flow streams

Accuride Wheels Corp.

Objectives and tasks:

Driving change processes towards a company-wide AWEA network - processes, people, data
Taking the lead (>€300m expenditure 9/242 employees) in the implementation of "state of the art" goods flow structures and tools
Contribution to procurement success (€) and synergy savings in the supply chain
Transparency in material flow and robust (control of) deliveries to customers
Reduction of significant inventories and MRO - improvement to AWEA level

Measures and procedure:

Process analysis to determine the greatest possible leverage
Definition of new purchasing processes with an impact on earnings ( > € 300 million spend)
Conception and implementation of category management with a market-driven product group structure
Preparation of a SIOP process and integrated planning/ IBP in the AWEA network to ensure delivery capability and reduce significant inventories

Results and successes:

Corporate Procurement AWEA makes double-digit percentage contribution to restructuring results
Improved process efficiency in the network and in the individual plants (e.g. transport, rework, idle times, overproduction)
Material flows in the plants visible and controllable via the ERP data (roadmap created)
Demand planning linked to capacity and production planning
Significant inventory reduction with improved delivery capability in the AWEA network in the double-digit percentage range
Supply Chain Synergy Savings beyond the agreed target
Building a new SC team with suitable skills
Selection process for permanent job holder and handover to this person

Jan 2018 - Dec 2018

1 year

Jena, Germany

Tender for 3PL site logistics

Carl Zeiss AG

Objectives and tasks:

Optimisation of the "historically grown" logistics processes at the Jena site
Reorganisation of Zeiss logistics at the Jena site, harmonisation of processes at all Zeiss warehouses according to "best in class" criteria
Working out possible synergies through the same work processes duplicated elsewhere; dealing with points of conflict.
Process mapping and visualisation of target / actual. Training on changed/newly defined workflows, clarification of own leverage for each employee. Recruit opportunities from the perspective of the GB and logistics employees, integrate them into the process adaptation.
Create a tenderable basis

Measures and procedure:

Laying the foundations for the tendering of all logistics processes at the Jena site
Creation of operational specifications for the outbound, inbound and IBT areas as a basis for the RFQ
Coordination of current processes with the GB
Coordination with the GB on processes (which currently bypass site logistics) and are to be included in the invitation to tender

Results and successes:

Recording of actual processes and visualisation in material flow diagrams for each business unit
Creation of an operational manual/specification for the entire Jena site
Re-structuring of the inbound/outbound/internal transport (IBT) areas as a basis for the invitation to tender
Recording and coordinating new requirements of the GB for future processes/optimisations
Development and cross-divisional coordination of a standard logistics process
Handover to the permanent job holder

Jan 2018 - Dec 2018

1 year

Integrated demand and sales planning

Deutsches Milchkontor e.G.

Objectives and tasks:

Process optimisation of core processes, restructuring of supply chain processes, BPM workshops
Harmonise processes across BUs, make performance transparent, increase work productivity
Establishment of integrated business planning (IBP) with an agile S&OP process chain as a core component

Measures and procedure:

Cross-functional S&OP project launched across BUs:
All planning processes (strategy-business planning process-forecast) and requirements for execution defined and handed over to the process owners.
Linking strategy, multi-year planning, annual plan cascaded down to monthly rolling forecast
Definition, cross-BU coordination of the S&OP elements (respective processes + KPI) required for integrated demand and sales planning
Uniform decision criteria for demand prioritisation developed and made visible and controllable in article data

Results and successes:

Presentation of an improved SCM structure, reduction of complexity, process recordings, visualisations in process maps
Derivation and implementation of suitable overarching planning premises/decision criteria
Clarification and definition of responsibilities with transparent communication structures
Development of a standardised, improved and absolutely necessary data and article structure in ERP
Establishment of processes, interfaces and typical S&OP metrics, definition of roles and responsibilities
Overarching and comprehensive demand planning with a tactical horizon implemented
Advice and support with regard to supply logistics
Handover to permanent SCM process owner

Jan 2016 - Present

10 years 10 months

Managing Director Supply Chain; Interim and Change-Management

Moving Supplies GmbH

End-to-end process interim executive in SCM, CPO, CRO, COO, S&OP
Implementation of transformation within producing companies
Demand planning, purchasing development of integrated S&OP management planning processes
Process and method management
‘Anti-siloing’ in the process chain: sales-purchasing-supply chain-manufacturing-logistics-customer
ERP SAP: AM, SD, MM, PP, WM, QM, TM, IBP
BPMN, Signavio, Confluence, Jira

Jan 2014 - Dec 2015

2 years

Head of Supply Chain and Industrial Sales, Director

Cheminova Deutschland GmbH&Co.KG/ FMC AG

Jan 2012 - Dec 2013

2 years

Hamburg, Germany

Head of Global Category Management Composites and Nacelles, Director

Nordex Energy GmbH

Jan 2000 - Dec 2012

13 years

Hamburg, Germany

Global Category Manager, spend > 100 Mio €

Beiersdorf AG

Designing, implementing and optimising all supply chain processes, organising availability
Establishing processes along the value stream
Managing spend > 100 M €
Raw materials including polymer composites, textile fibres, scrims, woven fabrics, nonwovens, knitted fabrics, wool, steel, films, welding rods, valves, HVAC components/hazardous substance management

Jan 1998 - Dec 2000

3 years

Hamburg, Germany

Global Quality Manager Raw Materials

Beiersdorf AG

Process visualisations and transaction data management
Master data, article and variant management

Jan 1994 - Dec 1998

5 years

Offenburg, Germany

process engineer

Tesa AG

Development of solvent-free adhesives
ERP SAP modules AM, SD, MM, PP, WM, QM, TM, IBP

Lecturer

German Management Academy

Lecturer

VDI/VDE Innovation und Technik GmbH

Industry experience

See where this freelancer has spent most of their professional time.

Experienced in Manufacturing, Cosmetics, Transportation, Chemical, Agriculture, and Energy.

Manufacturing

Cosmetics

Transportation

Chemical

Agriculture

Energy

Business area experience

See which departments and functions this freelancer has contributed to most.

Experienced in Supply Chain Management, Procurement, Operations, Project Management, Product Development, and Sales.

Supply Chain Management

Procurement

Operations

Project Management

Product Development

Sales

Summary

Senior manager delivers sustainable performance processes paired with data, organisational and management structure
Cooperative and differentiated management style, Team development & leadership based on the Team Management System TMS
High target and realisation orientation based on the company's values
Situational leadership repertoire: interculturally confident, leadership experience in an international environment
Sustainable way of working: pragmatic, analytical and structured approach, well thought-out courses of action
Effective in direct reporting structures and indirect matrix structures
Transparent
Synergy-focussed, "anti-siloing"
Empowerment, promotion, appreciation of employees - bridge builder
Integration of all hierarchical levels towards common (sub-)goals, in interdisciplinary and global projects spanning multiple organisations
Communication at "all levels" from the Management Board to the shop floor: motivation, task allocation, training, conflict resolution, promoting team spirit
[07_2025]: Quote from a team member in a 2019 project: "I saw your comment on a post about interim work and wanted to share the following with you: Your energetic manner and your belief in me at Aerius have had a lasting, positive impact on me. The confidence I gained through you was a cornerstone for my career path, which has significantly progressed upward since Aerius. So, thank you once again."

Skills

Industry Focus

(Agricultural) Chemistry, Printing Inks
Consumer Goods, Fmcg - Food/Non-Food
Automotive (Tyres, Rims; Wheels; Wiring Harness)
Optical, Optoelectronic And Electronic Components
Defence, Wind, Plant Construction
Mobility Products, Medical Devices, Pharmaceuticals
Shipbuilding
Trade: Spare Part, Oem, Cm
Raw Materials, Including Polymer Composites, Textile Fibres, Scrims, Woven Fabrics, Nonwovens, Knitted Fabrics, Wool, Steel, Films. Welding Rods, Valves, Hvac Components/Hazardous Substance Management
Lecturer At The German Management Academy, Vdi/Vde Innovation Und Technik Gmbh
Co-Author: Chefsache Digitale Nachhaltigkeit, Recognising Challenges - Implementing Solutions. Springer Gabler, December 2023

Specialised Focus

End-2-End Supply Chain Management
Horizontal / Vertical Supply Chain Integration
Process And Method Management
"Anti-Siloing" In The Process Chain: Sales-Purchasing-Supply Chain-Manufacturing-Logistics-Customer
Order-To-Cash, Procure-To-Pay, Inbound-To-Outbound, Forecast-To-Distribute, "Multi-Site" Landscapes
Designing, Implementing And Optimising All Supply Chain Processes, Organising Availability
Establish Processes Along The Value Stream
Process Visualisations, Transaction Data
Master Data, Article And Variant Management
Erp: Sap-Ecc, S4, Bo/Psi, Kinaxis, Proalpha
Project Management, Prince-2®
Bpmn, Signavio Ki-Tools*Process Intelligence & Insights/Transformation Advisor, Confluence, Jira, Celonis
Transformations, Turnaround
Change Management, Leadership Based On Team Management System-Accredited Practitioner

Core Competences

Management: Strategy-Supporting, Standardised Structure In The Company
Business Development And Processes / Supply And Value Chain Conception
Supply Chain Excellence: S&Op, Kpis, Roadmap, Cost Down, Project Management, Sap-Ibp Demand Introduction, Reorganisation Of Internal/External Storage Processes
Processes: Standards, Performance, Robust, Value-Adding
Technology Development: Introduction Of New Tools And Systems
Turnaround: Restructuring And Transformation
People Management: Leadership And Change Management
Accredited Coach For The Team Management System (Margerison-Mccann)

Languages

German

Native

English

Advanced

Education

University of Applied Science Aachen

Chemical Engineer · Plastics/Process Engineering · Aachen, Germany

Certifications & licenses

Accredited coach for the Team Management System (Margerison-Mc Cann)

Prince-2®

TEAM Management System-Accredited Practitioner

Statistics

Experience

Total positions 18

Experience in Manufacturing 17.5 y

Avg length 2 y 7 m

Longest experience 12 y 11 m

Global experience

Countries worked in 1 (Germany)

Primary country Germany

Expertise

Recent roles Transformation lead, Head of Procurement & Master Data, Director Sales & Operation Planning

Main industries Manufacturing, Cosmetics, Transportation

Main business areas Supply Chain Management, Procurement, Operations

Qualifications

Certifications earned 3

Member since

November 2024

Last update

October 2026

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Frequently asked questions

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Ulrike is based in Hamburg, Germany.

Ulrike speaks the following languages: German (Native), English (Advanced).

Ulrike has at least 33 years of experience. During this time, Ulrike has worked in at least 15 different roles and for 15 different companies. The average length of individual experience is 2 years and 1 month. Note that Ulrike may not have shared all experience and actually has more experience.

Based on recent experience, Ulrike would be well-suited for roles such as: Transformation lead, Head of Procurement & Master Data, Director Sales & Operation Planning.

Ulrike's most recent position is Transformation lead at Hansestadt Lübeck · Lübeck Port Authority (LPA) – municipal port administration (infrastructure management, port railway, port.

In recent years, Ulrike has worked for Hansestadt Lübeck · Lübeck Port Authority (LPA) – municipal port administration (infrastructure management, port railway, port, Sebamed, Vincorion, Lanxess AG, and BioNTech.

Ulrike is most experienced in industries like Manufacturing, Cosmetics, and Transportation. Ulrike also has some experience in Chemical, Agriculture, and Energy.

Ulrike is most experienced in business areas like Supply Chain Management, Procurement, and Operations. Ulrike also has some experience in Project Management, Product Development, and Sales.

Ulrike has recently worked in industries like Transportation, Manufacturing, and Chemical.

Ulrike has recently worked in business areas like Procurement, Supply Chain Management, and Operations.

Ulrike attended University of Applied Science Aachen for Plastics/Process Engineering.

Ulrike has 3 certificates. These include: Accredited coach for the Team Management System (Margerison-Mc Cann), Prince-2®, and TEAM Management System-Accredited Practitioner.

Ulrike will be available from April 2027.

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