Procurement Consultants in Germany

• Senior consultant and interim manager for industry and trade (focus on international strategic procurement and supply chain management)
• Substitute professor (part-time) for materials management, logistics & production at Hochschule Mainz in the winter semester 2021/2022
• Lecturer (Hochschule Mainz) since summer semester 2017
• Subject matter lecturer for procurement, logistics, foreign trade, industrial management and supply chain management
• Trainer (IHK), Master Professional IHK, Bachelor Professional IHK, specialists and business administrators IHK, commercial employees IHK

• Procurement of service providers such as building cleaners, caretakers, landscaping and garden construction companies, maintenance companies (HVAC, electrical); conducting negotiations and tendering framework agreements

• Packaging wholesale
• Transformation project at the interface of purchasing, supply chain and inventory management.
• Professional support for the introduction of Eazystock and development of the procurement and planning logic for order quantities, service levels, reorder points, MOQ/MOV, coverage and data quality.
• Design of the relocation of Swiss inventory to Adligenswil and Root, including variant comparison, item prioritization and interface management between purchasing, logistics, sales, product management and IT.
• Introduction of a total cost and working capital approach.
• Development of a prioritized roadmap for 117 supplier data records and restructuring of supplier meeting preparation.
• Made the relocation planable for the first time with a timeline, variants, item priorities and responsibilities.
• Developed a roadmap for 117 supplier data records; 73 records could be scheduled, while data gaps for 44 records were made transparent.
• Structured the preparation process for supplier meetings from 2.5–3.0 to around 1.5 working days, with a potential time reduction of 40–50 %.
• Inventory, working capital, warehouse, ordering and logistics potential supported by calculation logic.
• Monetary effects are deliberately reported only after implementation and target-actual comparison.

• 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

• Sourcing of contractors, temp labour and direct-search suppliers
• Advisor to procurement & HR in change project

• 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...

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

• Interim license management.
• Responsible for service relationships with suppliers as well as transaction-related and supplier-related support tasks.
• Strategic procurement activities to manage risk and optimize the value/resilience of license usage, including establishing supplier relationship management processes and continuous improvement objectives/programs.
• Negotiation of contracts and coordination of supplier integration plans with internal customers.
• Monitoring of market dynamics affecting the availability and/or pricing of materials/services.
• Collaboration with internal customers to identify procurement needs, develop buyer/market profiles, identify market trends and define acceptable service levels.
• Management and termination of an IT contract portfolio required for the IT infrastructure and application landscape.

• Overall responsibility for strategic and operational procurement, Procurement Management (11 FTE).
• Further development of the procurement and procurement organization, including task and role model.
• Management of cross-functional special projects (e.g. value engineering, design-to-cost).
• Development and implementation of a holistic sourcing and procurement strategy with a focus on resilience, ESG, de-risking, decoupling and cost performance.
• Execution of a comprehensive procurement transformation with a new supply chain strategy alignment.
• Reorganization of the procurement team to improve efficiency through clear role allocation and relief from non-core and non-functional tasks.
• Professionalization of contract management processes and supplier development programs.
• Process optimization along the S2C and P2P chain, including standardization and automation in line with MDR (EU Regulation 2017/745), GxP compliance & quality management systems ISO 9001 and ISO 13485.
• KPI development and optimization of the KPI system for performance and efficiency measurement in critical paths and missing parts.
• Coaching the team in strategic procurement work, project management and procurement due diligence.
• Implementation of AI-supported tools for sourcing, spend analysis and inventory management to optimize inventory.
• Achieved inventory reduction of ~31% through professional inventory management.
• Management of two cost reduction (cost avoidance) programs with quantified results: ~50% reduction in manufacturing costs for one core component and ~64% reduction in material costs for the successor platform through redesign and category sourcing.
• Savings in the low double-digit million range versus the baseline.
• Material groups: contract manufacturing, PCBA, EMS, blower, silicone injection molding, power supplies, batteries, displays, hoses, masks, valves, foams, cables, sensors, wireless modules (2G–5G), telemedicine components, laboratory services.

• Leading and supporting various projects (see project list)
• Holistic risk management: building integrated supplier risk management frameworks for risk identification, assessment, and control
• Monitoring & reporting: developing and implementing Power BI dashboards as a basis for data-driven decisions
• Compliance: implementing regulatory requirements (e.g. LkSG, EUDR)
• Tool implementation: introducing risk management and compliance solutions (including Sphera, Osapiens) to digitize processes
• Designing and running workshops

DeNe is part of the ensio Group (Leading French company for telecommunications and energy infrastructure. Investor Montefiore Investment).

• Fiber optics / FTTX rollout (joint installation with power lines), civil engineering, EPC projects

• Building, scaling & managing a qualified subcontractor / construction partner portfolio

Focus:

I. Market screening & listing (supplier validation)

II. Contractor Readiness & Cluster Release (tendering and project planning)

III. Vendor Management (operational management of construction partners during rollout projects)

• 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.

• 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