Procurement Consultants in Germany

• IT Sourcing & Carve-out: RFP management for IT client hardware and services as part of the Rheinmetall carve-out.
• Contract Management: Drafting of MSAs and SOWs taking into account AVB, BVB and LSA as well as Service Delivery Contracts.
• Vendor Transition: Strategic transition management to replace legacy contracts and establish new supplier relationships.
• SaaS Procurement: Negotiation of SaaS license agreements based on TCO and cost-effectiveness analyses.
• KPI: On-time transition of all 12 global group contracts, achieving 18 % cost savings on the IT hardware basket and 20 % cost avoidance for SaaS licenses – measured against the critical carve-out project plan and achieved through structured transition management.

• Built an independent advisory practice on 18 years of enterprise procurement delivery at Infineon, Accenture, Bosch, Siemens and Lufthansa Group — including programmes for organisations managing €1B–3B annual spend and teams of 100+ across 20+ countri...

• Responsible for an indirect purchasing volume of approx. €200 million p.a.
• Leading a 5-member procurement team

• Ensuring material availability for ongoing production
• Managing and supporting procurement processes
• Identifying and addressing critical material shortages
• Actively coordinating with suppliers, Procurement, Production, Logistics, and other internal teams
• Following up on open orders, delivery dates, and order confirmations
• Monitoring shortages, backlogs, and supplier performance

• Overall responsibility for 4 teams and more than 40 FTE
• Supply chain management & logistics
• Procurement
• Customer service
• Transformation (business processes & ERP)

Reporting line: Executive Management

Budget responsibility: 100 Mio. Euro

Responsibilities & scope:

• Interim management of AIP at the Papenburg site, a subsidiary of Meyer Werft, including management of operational workflows, priorities, and interfaces
• Restructuring and developing the procurement organization and stabilizing operational procurement processes
• Overall responsibility for managing key procurement packages for shipping companies – from tendering and bid evaluation through negotiations to contract awards
• Establishing transparent management, reporting, and escalation structures for contract awards, delivery dates, risks, and pending decisions
• Developing and using Power BI-based reports to manage contract awards, order status, delivery dates, risks, and pending decisions
• Service contracts and subcontractors: tendering, negotiation, and award; commercial management of service provider work; and supplier, change order, claim, and escalation management
• Coordinating and prioritizing employees and supporting resource planning, task allocation, and operational decision-making
• Central point of contact between Executive Management, Project Management, Engineering, Procurement, Logistics, commercial teams, and suppliers
• Supporting the change process through clear responsibilities, consistent workflows, and stronger cross-functional collaboration

Results and achievements to date (ongoing):

• Stabilized operational workflows and established clearly defined responsibilities within the organization
• Significantly improved visibility of contract award status, delivery dates, risks, escalations, and pending decisions
• Structured management of critical procurement packages and early action on schedule- and delivery-related risks
• Improved cost and contract transparency through systematic bid comparisons, negotiations, and reviews of service contracts, change orders, and external service provider work
• Shortened coordination and decision-making times through consistent reporting and escalation structures
• Improved cross-functional collaboration between Procurement, Project Management, Engineering, Logistics, and suppliers
• Established standardized procurement and management processes as a lasting foundation for an effective, scalable organization

• Development and global roll-out of central standards for indirect procurement: Strategic Sourcing, Category Strategy Management, Supplier Lifecycle Management
• Design and implementation of clear governance and accountability models
• Stakeholder management across all divisions and organizational levels

• Advising small and medium-sized companies on professionalizing procurement, overall business development and on developing financing and growth strategies
• Developing and implementing procurement and business strategies
• Creating cost analyses and price calculations, building procurement and financial controlling, and implementing relevant KPIs
• Setting up digital procurement processes and introducing Power BI dashboards for data-driven management of the company
• Supporting make-or-buy decisions, contract negotiations and tenders
• Guiding procurement and digitalization projects with a focus on measurable added value
• Goal: making procurement measurable – with values, analytics and a clear focus on strategy, efficiency and execution.

• Implementation of the S/4HANA transformation (brownfield) at an agricultural equipment manufacturer
• Implementation of the new supplier evaluation in S/4HANA, including programmed technical adjustments to customer-specific processes
• Conducting workshops with business departments on technical and functional changes in S/4HANA, with a focus on P2P processes and approval processes
• Preparation of the new system incl. customizing and conversion of customer-specific ABAP developments to Clean ABAP

• Lead strategic sourcing for BMW GT3/GT4, Bentley GT3, Porsche 911 GT3, and McLaren GT3 racing/steering wheels and quick-release systems; own end-to-end COGS and raw-material spend across electronics and mechanical BOMs; oversee €65M annual spend and 20-25 programs per year.
• Directly responsible for procurement of servo motor and structural parts (CNC, die-cast, injection, extrusion, stamping, anodizing) managing €30M annual spend.
• Collaborate with internal R&D teams and PMO to identify and analyze project requirements; run early ability to analyze bills of materials and technical drawings/schematics to align material strategy before RFQ.
• Lead all procurement-related functions within the project, including supplier sourcing, negotiation, contract management, supplier documentation management, and material management for assigned projects.
• Ensure supply continuity during project execution via dual-sourcing, lead-time/buffer planning, and escalation routines with suppliers and operations.
• Monitor change activities during the transition from sample to production-ready (EVT/DVT -> PVT -> MP) with engineering and suppliers to protect the company from potential supplier claims (scope, tooling, obsolescence) and keep commercial terms under control.
• Quickly and accurately identify problems and report on status and required actions to stakeholders (senior and C-level); drive root-cause actions with clear owners and timelines until closure.