Procurement Managers in Germany

• Company description: Toy manufacturer

• Employees: 700

• Revenue: 0,7 Mrd.

• Global project management of Customization Hubs with 12 working groups and several production sites

• Design, planning, and professional support for the establishment of regional Customization Hub and Decoupling Point structures within an international Supply Chain

• Analysis of existing Supply Chain, Logistics, and product availability processes

• Design and structuring of the project organization, including work packages, milestones, role models, and project dependencies

• Professional support during the pilot, ramp-up, and go-live preparation phases

• Documentation of project results, decisions, and implementation recommendations

• Definition and implementation of the global strategy for IT site infrastructure products and services, ensuring scalability, security and compliance
• Leadership and development of a high-performing team of IT site management specialists, promoting collaboration and professional development
• Monitoring the quality of IT services for sites and ensuring timely delivery and compliance with company standards
• Central point of contact between Corporate IT, regional IT teams and business stakeholders for site infrastructure topics
• Driving innovation and process optimization in the delivery and operation of IT site infrastructure
• Responsibility for the product lifecycle of IT site infrastructure solutions, from design through retirement
• Management of global demand for IT site infrastructure services and ensuring alignment with IT demand management processes
• Establishment and monitoring of KPIs for service delivery and product performance
• Ensuring compliance with IT security, data protection and regulatory requirements
• Management of supplier relationships and negotiation of contracts for IT site infrastructure services
• Budget planning and cost optimization for IT site infrastructure
• Review, improvement and implementation of ServiceNow processes

• Responsible for the strategic and operational development of the procurement organization at Richter Chemie-Technik GmbH within the international IDEX Corporation, with a focus on procurement transformation, international sourcing strategies, cost reduction and the stabilization of global supplier and supply chain structures.
• Responsible for international sourcing strategies across direct and indirect commodities
• Management of strategic cost reduction, supplier development and procurement transformation initiatives
• Responsibility for commodities such as castings, PFA, ceramics, stainless steel and aluminum
• Conducting international price, contract and supplier negotiations
• Impact / Success:
• Identification of significant savings potential within strategic commodity structures
• Analysis of international market and supplier structures with identified potential of Ø 38 %
• Development of data- and performance-oriented procurement structures
• Promotion to the position of Head of Procurement after successfully completing the interim and transformation mandate

• Responsibility & Strategy: Global supplier qualification for an international company in the certified consumer goods sector – fully remote and independently managed.
• Core Activity: Supplier research and outreach (over 150 contacts in the EU, Asia and the USA), NDA negotiations and development of a structured supplier database based on relevant product and sustainability standards.
• Notable Achievement: Built the supplier base from scratch, placed series inquiries and independently organized and led supplier meetings – ready for series production within a short period of time.

• Interim leadership responsibility for realigning the entire leadership organization – away from classic target setting and solution specification toward a teal-oriented organization with clear responsibility for each individual employee.
• Stabilization of production processes and reduction of the backlog in all customer projects.
• Building up the necessary material inventory (agreed with end customers by contract) – eliminated backlogs and special runs, achieved 2 weeks of material inventory.
• From the start of the assignment, also took over overall technical responsibility for Research & Development (R&D).
• In addition to the CSO/COO role, took over responsibility for controlling and finance in the last 9 months.

• 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.

PSA, Peugeot Citroën, France (10/2023 – 05/2024)

• Launch Manager for electrode production rolling lines
• Setup, modernization, and commissioning of cleanroom production equipment
• Management of a team of 15 Chinese technicians
• Recovery of a three-month delay and on-schedule delivery

CapEx Project spend responsibility 380 mill. euros 9 lots including gas turbine and generator

• 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

• 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 the Demand & Inventory team, ensuring optimal stock levels and demand forecasting across European markets
• Developed forecasting models and optimized replenishment processes, reducing out-of-stock rates and improving stock turnover
• Prepared monthly stock and inventory reports for the Controlling department, including variance analyses and performance insights, providing the basis for financial steering
• Prepared executive-level PowerPoint presentations for board meetings, translating planning data into clear, decision-oriented insights
• Reported directly to the Board of Corporate Brands
• Collaborated cross-functionally with Marketing, Product, and Supply Chain teams to align forecasts with campaign calendars and new product launches
• Drove process improvements and reporting enhancements, increasing forecast accuracy and planning transparency across key stakeholders
• Initiated and led the drive-to-SharePoint integration test case within the English Demand & Inventory team, completed in just 7 days; adopted by the Digital department as a best practice to roll out across all Corporate Brands
• Provided support to the PwC team on a strategy & corporate communication restructuring project
• Successfully implemented a Net Sales Boost Plan across 13 countries within two months, achieving significant revenue growth while simultaneously reducing overstock levels

• 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 %

• Interim license management.
• Responsible for the service relationship with suppliers and for transactional and supplier-related support tasks.
• Strategic procurement activities for risk mitigation and for optimizing the value and resilience of license usage, including setting up supplier relationship management processes and continuous improvement targets/programs.
• Negotiation of contracts and coordination of supplier integration plans with internal clients.
• Monitoring of market dynamics affecting the availability and/or pricing of materials/services.
• Collaboration with internal clients 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.