Procurement Managers in Germany

• 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.

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

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

• Senior consultant and interim manager for industry and trade (focus on international strategic procurement and supply chain management)
• Visiting professor (part-time) in materials management, logistics & production at Mainz University in the winter semester 2021/2022
• Lecturer (Mainz University of Applied Sciences) since summer semester 2017
• Expert lecturer in procurement, logistics, foreign trade, industrial management, and supply chain management
• IHK trainer, Master Professional IHK, Bachelor Professional IHK, IHK-certified specialists and business administrators, IHK clerks

• Leading technical purchasing with 4 employees
• Tendering, negotiating, and closing the gas supply for 2025 / 2026 and 2027
• Electricity purchasing for 2024 and 2025
• Feasibility analysis of a photovoltaic system for the sites Rinteln, Dodow, and Waibstadt, including tendering and negotiating possible partners
• Purchasing fossil fuels: diesel, gas, and electricity as well as CO2 certificates
• Purchasing industrial gases including CO2
• New setup in the area of cleaning and disinfecting agents for 3 plant sites and optimizing the stock handling of these hazardous substances
• Profitability calculation for the gas turbine (steam and electricity)
• Fleet concept: conventional drive vs. e-mobility
• Purchasing 29 new tractor units
• Two major maintenance projects: renewal of the outer shell of a high-bay warehouse as well as renewal of warehouse and high-bay warehouse logistics hardware and software
• Negotiating framework, maintenance, and consignment stock contracts including Capex and MRO with the four main machine suppliers
• Supporting performance issues during the commissioning of a new machine
• Negotiating and closing the contract for the conversion of three machines for the site in Spain
• Savings in the seven-figure range
• Return on Interim Manager (RoIM): factor 4.7

• Sourcing contractors, temp labour and direct-search suppliers
• Advisor to procurement and HR on a change project

• Diagnose genuine AI-readiness in procurement environments before technology investment is committed
• Identify where data quality gaps, process immaturity, and governance failures will cause AI initiatives to stall
• Guide leadership teams through the strategic, organisational, and technical decisions that determine whether AI deployments succeed or fail
• Conduct the PAF-I Diagnostic (Procurement AI-Fitness Index), a structured assessment across procurement data, process maturity, technology landscape, governance, and organisational capability
• Produce a scored AI-readiness profile with a prioritised action roadmap for leadership
• Deliver engagement models including clarity work packages, alignment work packages, momentum work packages, transformation advisory, and executive workshops

• Led the global restructuring and efficiency improvements in operational and strategic procurement
• Restructured personnel (HR headcounts) in cooperation with works council, HR, and legal
• Outsourced partial activities (procurement and finance with invoice control) to shared service center
• Built a shared service organization
• Improved S&OP processes and digitized procurement workflows using SAP Ariba and SAP S/4HANA with e-catalogs
• Implemented SAP IBP
• Led negotiations for direct and indirect goods
• Managed 9 cross-functional workgroups
• Developed and implemented improvement proposals in coordination with corporate management
• Worked according to ISO 13485
• Achieved savings of over €7M

• 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 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.

• Managed end-to-end supply for AT/CH markets → ensured continuous availability.
• Coordinated interfaces with 4PL logistics partners → improved and stabilized customer service levels.
• Aligned demand & supply with commercial, finance, local and global teams → enhanced forecast reliability and planning visibility.
• Supported SAP S/4HANA rollout and testing → ensured system readiness and minimized go-live risks.
• Strengthened collaboration with Finance, Quality, and external partners → streamlin

• Systematic analysis of cost drivers and targeted implementation of savings potentials in electronics, electromechanics, and medium voltage. Achieved a cost reduction of 9% compared to the 12% target.

• Introduced a transparent reporting system by integrating various existing systems and interfaces to improve data quality and monitor product costs for an annual volume of approximately €230 million.

• Deployed design-to-cost initiatives and cost-out workshops in close collaboration with procurement, product management, and engineering to drive technical optimizations and sustainable savings.

• Applied strategic negotiations, second-source qualification, and price and value analyses. Complemented by cost assessments and benchmark analyses to ensure long-term cost efficiency and competitiveness.