Supply Chain Consultant 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.

Supply Chain consulting services including:

• Supply Chain & Operations Strategy definition
• Interim management
• Operations scaling and transformation
• Distribution network analysis and optimization
• Tender management for IT tools and 3PL
• Continuous improvement and Lean Initiatives
• Supply Chain and Operational Project definition and implementation

• Analysis of the production and logistics relocation to Poland, development of an action plan, logistics process analysis

• 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

Analysis of global procurement flows, as well as planning, tendering, and implementation of an import warehouse and a warehouse for stowing and unloading site containers

• Analysis of existing procurement transports from suppliers to plants, e.g. transport flows, frequencies, modes of transport, shipment sizes, Incoterms
• Development of the operational processes of a central import warehouse and a warehouse for stowing and unloading site containers
• Tendering of the import warehouse and the warehouse for site logistics (shipping and returns management)
• Negotiations with bidders as well as final selection and contract design with the chosen service provider
• Technical support and monitoring of warehouse implementation until go-live with the chosen service provider
• In parallel, analysis of warehouse handling for spare parts in own and outsourced operations as a solid basis for a make-or-buy decision

Study Contract Manager (SCM) for the global CRO Thermo Fisher GmbH in cooperation with the global pharmaceutical company Astra Zeneca in the department of Cell Therapy Clinical Operations

Following activities are included:

• Adapt global templates of agreements to local use in accordance with local requirements and SOPs.
• Develop and negotiate clinical site budgets based on Fair Market Value.
• Negotiate agreement language and budget with clinical study sites.
• Act as point of contact and interface with Legal if necessary to ensure integrity of contracts.
• For each agreement maintain the status of agreement, budgets, issues, payments, any amendments for the duration of the study, and communications with internal and external sources
• Ensure final contract documents are consistent with agreements reached at negotiations.
• Ensure all agreements are executed in a timely manner contributing to efficient site start-up timelines.
• Support internal and external audit activities.
• Ensure compliance with AstraZeneca's Code of Conduct and company policies and procedures relating to people, finance, technology and security.
• Ensure that all contracts are included in the TMF
• Support preparation and negotiation of a Local Master Service Agreement
• Contribute to process improvements, knowledge transfer and best practice sharing.

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.

• 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

Lecturer at the IHK for Data Analysis and Business Analytics.

• Novo Nordisk A/S is a Danish multinational pharmaceutical company headquartered in Bagsværd, Denmark, with manufacturing sites in eight countries and subsidiaries or offices in five more. As part of setting up their largest automated production facility, SAP S/4HANA was implemented. The implementation of S/4HANA EWM plays a crucial role in enabling automation across all business processes.

• Since this is a greenfield project with extensive automation, the goal is to achieve the highest possible level of automation in most business processes. Particularly in pharmaceutical processes, hygiene, accuracy, validation, and error-free execution are essential – all of which are supported by automation. My role as Solution Architect is to understand the business processes and provide efficient automated workflows for high-quality product manufacturing.

• As Solution Architect, I conducted workshops in the warehouse areas to analyze and understand the pharmaceutical business processes and align them with the standard or template structure.

• Identifying and highlighting process gaps and developing suitable solutions.

• Coordinating with third-party vendors and other IT stakeholders to develop optimized automated processes.

• Documenting and reviewing the business process design according to the agreed solution with the business unit.

• Mapping inbound, internal, outbound, and production-integrated processes from the EWM perspective with automation considerations.

• Guiding the team in fully setting up the solution in EWM and supporting the testing activities.

• Member of the central architecture team to share best practices, develop guidelines, and support other implementation teams with solution architecture.

• Designing and optimizing the end-to-end supply chain for a newly established restaurant, covering fresh produce, dry goods, beverages, and kitchen essentials
• Setting up ordering cycles, ensuring food-safety compliant logistics, and aligning delivery schedules with kitchen operations to maintain product quality and reduce waste
• Building procurement frameworks and vendor relationships with major importers and wholesalers in Germany; structuring agreements to secure competitive food pricing, negotiating minimum order quantities, and establishing reliable delivery commitments
• Defining structured processes for supplier evaluation, contract negotiation, and delivery scheduling to reduce risks such as delayed deliveries, inconsistent product quality, or stock shortages; introducing clear evaluation criteria, establishing communication protocols with vendors, and setting escalation procedures for supply disruptions

• Led the global supply chain at tesa, a €1.7 billion revenue producer of adhesives for industrial and consumer industries with multiple business units
• Led teams responsible for supply chain strategic projects and global fulfillment initiatives, including materials management, logistics, and demand management in Europe, US, Asia and Middle East

• Focus areas: SCM, warehouse and transport logistics
• Implementation of ERP systems (SCM): blueprints, realization
• Implementation of warehouse management systems
• SCM concepts
• SCM controlling (reporting)
• Purchasing and procurement processes
• Consolidation of companies after acquisitions
• Inventory optimization