Logistics Project Managers in Germany

Project scope: Supported the establishment, scaling and continuous improvement of project management and support processes by modernizing governance, processes, documentation, deliverables tracking, training content and tool-supported ways of working across a complex energy project environment.

Key contributions

• Supported the build-up and maturation of the PMO department, including governance structures, operational frameworks, project management processes, templates and deliverables tracking mechanisms.
• Conducted As-Is analysis of existing processes and their documentation, including process inventory, interface mapping, problem identification and creation of visualizations and white papers to improve shared understanding.
• Reviewed and improved project management documentation, templates and work instructions, including support for a project document master list to strengthen standardization and control.
• Designed and supported rollout of a lessons learned process and related system/application, including pilot preparation, coordination and implementation support.
• Mapped and supported implementation of a new resource management process connected to the rollout of a resource planning tool.
• Led and supported adoption of agile ways of working and Atlassian tools, including Jira and Confluence team boards, plans/roadmaps, dashboards, sprint planning and retrospectives.
• Acted as key user for continuous usage improvements in PMO tools and collaboration practices.
• Developed training curricula, instructional videos, supporting materials and PMO Open Doors sessions to improve capability transfer and provide a recurring forum for updates and information sharing.
• Developed a skills matrix concept and supported rollout as a basis for structured capability management and training demand analysis.
• Supported preparation of department offsites, implementation of a new Integrated Management System (IMS), creation of a SharePoint-based PMO website and department integration after restructuring.

Results / business impact

• Improved project management & PMO structure, processes and their documentation
• Enhanced transparency and standardization across processes, documentation, governance routines and project deliverables tracking.
• Enhanced information flow and knowledge transfer through SharePoint-based communication, PMO forums, training curricula and instructional videos.
• Strengthened lessons learned, resource planning, agile collaboration, capability management and post-restructure department integration.

Project Lead ‘New P2P Solution for Indirect Material’

Objective: Implement a new state-of-the-art P2P platform for indirect materials and integrate it with existing systems to improve efficiency, deliver cost savings, and enhance user satisfaction.

Project Lead for Phase 1: Design and evaluate future P2P process & platform

Project steps:

• P2P As-Is Analysis
• Define To-Be P2P Process
• Requirements for RFI
• RFP / Provider Evaluation
• Fit-Gap Analysis
• Business Case

• Developed critical specifications, navigating technical and business requirements.
• Led the project through its complex phases.
• Orchestrated and supported the Integration Testing Cycle (ITC) and User Acceptance Testing (UAT).
• Implemented robust test methodologies and systematically documented and addressed findings contributing to pre-GoLive readiness.
• Ensured flawless implementation and enabled effective trainer training.
• Conducted unit and functional tests.
• Facilitated alignment between development and business goals.
• Provided transparent progress reports and maintained documentation quality.
• Developed Fiori apps for inventory management and material staging status.

• Led the end-to-end delivery of a SAP Supply Chain Management (SCM / TD / SD) ERP programme, covering project initiation, detailed requirements gathering, operating model definition, system design, build, testing, cutover, and global Go Live across Europe, Asia, and North America. Ensured the ERP solution supported key supply chain, manufacturing, and planning operations to enable future business growth.

• Conducted cross-functional workshops with Supply Chain, Procurement, Planning, Manufacturing, and Logistics teams to capture business requirements, define the future operating model, and map end-to-end system design. Consolidated over 150 requirements into structured documentation aligned with SAP standards.

• Shaped solution design and vendor engagement during the early discovery phase, supporting selection of best-fit technology partners and ensuring the system design covered production planning, inventory management, warehousing, logistics, and supply chain forecasting.

• Managed D365 configuration and troubleshooting, ensuring alignment with business processes and resolving integration issues between D365, SAP SCM modules, and surrounding systems.

• Supported Grain data model changes to lead ingestion of planning data into Snowflake and Footprint, enabling enterprise reporting and analytics development.

• Managed scope, timelines, risks, and dependencies across international teams spanning Europe, Asia, and the US, maintaining integrated project plans, issue logs, and executive reporting to drive stakeholder alignment and delivery momentum.

• Enabled the integration of AI-powered demand forecasting tools into supply chain planning processes, improving forecast accuracy, inventory turnover, and operational decision-making across multiple regions.

• Led SIT, UAT, and data migration phases, including design of test scenarios, defect triage management, and coordination of test execution to validate supply chain and manufacturing workflows prior to deployment.

• Delivered detailed cutover planning, business readiness activities, and hypercare support, ensuring a smooth and coordinated Go Live and full operational handover to business teams.

• Planning and construction of an AutoStore to increase space efficiency and avoid new logistics space. Acquisition, costing, and integration for national and international clients in the pharmaceutical sector.
• AutoStore implementation (30,000 bins, 30 robots) – +50% space efficiency, -15% throughput. Reduced staffing needs by 12% through automation.

• I help companies of all sizes identify operational potential and realize tangible added value.
• My focus is on identifying cross-functional synergies, pragmatically simplifying processes and achieving sustainable cost savings.
• By using modern logistics software and digital automation solutions, I create transparency and a reliable data foundation, making processes measurable and controllable.
• I rely on low-maintenance, technology-agnostic standards that support long-term scalability and operational agility.
• My consulting approach is practical, results-oriented and closely tied to hands-on implementation.
• I guide clients from analysis and concept development to the sustainable implementation of tailored solutions, aiming to use resources more efficiently and secure lasting competitive advantages.
• With this combination of pragmatic process thinking, digital expertise and a clear focus on operational benefits, I help companies not only stay competitive but also prepare for future challenges.

• Complete customizing of required processes (partly outside standard SAP number ranges)
• Building the entire organizational structure (Sales, Purchasing, Warehouse, Service, etc.)
• Integration of organizational units with business partners (role BUP004) via T77SO
• Completion of Customer-Vendor Integration (CVI)
• Implementation of basic SD functionalities: orders, deliveries, invoices
• Configuration of MM movements including Lean WM
• Setting up basic logic for New General Ledger and basic FI customizing
• Installation and communication of standard Fiori apps with S/4HANA
• Integration of SAP S/4HANA Service including Fiori
• Definition of organizational units and partner roles (PPOME)
• Replication of S/4 Service to S/4 Sales for service orders and repair processing
• Customizing of TM document types, movement types and item categories
• Replication of TM master data and transaction data
• Setup of internal replication of deliveries into freight units
• Implementation of Fiori apps such as transportation cockpit, freight order and freight units

• Managed logistics and digitalization projects in contract logistics focused on process optimization, automation, and KPI-driven control of operational logistics processes

• Value stream analysis across three sites (USA, Germany, and China)
• Master data analysis
• Identifying process improvement opportunities
• Project planning, control, and representation
• Developing a KPI system for process monitoring

• S/4 HANA template rollout "PHI"
• Sales process consulting (Order to Cash), supporting the department in business process optimizations for sales and shipping
• Stock transfers (STO), specification for a client-specific transport planning and evaluation tool considering load capacities and load characteristics
• Sub-project lead for the EDI integration of external warehouses via DESADV/WHSCON, SHPORD/SHPCON, customizing, and testing

• When projects escalate, they get more and more expensive. When do you act?

• Projects aren't stable, milestones are missed.

• Teams are at their limit, priorities and responsibilities are unclear.

• Risks are recognized too late, decisions are delayed.

• Suppliers cause issues, alignment takes too long, the overview is lost.

• High costs, penalty fees – and in the worst case the loss of important clients and contracts.

• Immediate project stabilization: operational support from day one.

• Transparency & clarity in structure, tasks, risks and decisions.

• Relief for your employees, who can work productively instead of reactively.

• Early warning system instead of escalation: risks become visible before they turn costly / business-critical.

• Measurable progress through consistent execution and clear communication.

• Project structuring & goal definition.

• Operational project management & PMO.

• Risk, change & escalation management.

• Supplier management & interface coordination.

• Interim & crisis project management.

• Decision & communication management.

• Direct, clear and solution-oriented communication without politics or delay.

• 15+ years of industry, mechanical engineering & automotive experience.

• Hands-on mentality – not just a consultant, but an operational doer.

• Proven methodology (e.g., PRINCE2) combined with practical implementation.

• Rapid stabilization before costs, penalties and client losses escalate.

• A 15-minute conversation saves weeks of delays.

• Managed all changes during the transition from series development to prototyping

• Leading 59 employees (planning, procurement, logistics, strategy)
• Managing three production sites
• Implementing SIOP process
• Developing alternative purchasing concepts
• Harmonizing processes

• Project lead omnichannel transformation: logistic and SCM