Dr. Holger Schober Email & Phone Number

Shanghai City, China

I am in charge of the marketing and sales activities and customer service team in Hiteco. My primary responsibility is the management (and development) of international sales channels, to come up with powerful sales strategies and tactics including their execution as well as to guide and to mentor the team members in order to support their satisfaction, their professional development and their success! When it comes to our clients, I have to have a comprehensive understanding of the supply chain including details such as the manufacturing process to be able to provide the best solutions for products such as vacuum pumps, displacement pumps, integrated control valves, valves, pneumatic cylinders, housings, CNC machining parts, casting parts, stamping and forging parts or plastic injection parts.

Frankfurt, Hesse, Germany

As Senior Research Fellow at the Centre for Performance Management & Controlling (CPMC), I am in charge of the Executive Roundtable Supply Chain (in German: "Managementkreis Lieferkette"). Senior Executives such as CPO, Head/VP of Procurement or Supply Chain and other managers meet twice a year to get the latest trends and inputs from top speakers about subjects such as "security of supply", supply chain resilience, how to increase performance of suppliers and supply chain, digitalization and AI in supply chains, sustainability (ESG) , performance measurement and management and other, up-to-date topics. Best practice experiences from benchmark studies and the own business will be shared and discussed in a way that the participants can (and shall) implement the take-aways in their own company.

Shanghai / Glasgow

In this role, I was responsible for the development and management of all international training activities of PSM Academy. Most of the training courses had been for companies (corporate training), e.g. as single workshops or as comprehensive courses over a certain period of time. The training catalogue consists of more than 50 topics such as about sourcing strategy, negotiation, supplier management, cost analysis, risk management, conflict management, driving performance and accountability, value creation and many others. The PSM Academy team has also conducted online competence assessments, as well as we designed and run various so-called procurement academies. Last but not least, we prepared many procurement professionals for internationally acknowledged certificates such as CPSM or CIPS diploma.

Mumbai, Maharashtra, India

I was in charge of designing, developing and implementing the corporate procurement academy for Reliance, India's largest company by market capitalization. In order to serve the training needs of 900 people, we had to start from scratch and analyze the training demand, match this with the requirement of the senior management and to come up with a comprehensive training plan and roadmap (which had to be aligned with job descriptions and potential career plans). After only a few months, the Reliance Procurement Academy had more than 40 custom-made training subjects available, as well as 5 custom-made training programs for different target groups (e.g. Buyer, Sourcing/Category Manager, Emerging Leaders etc.).

In this role, I was supporting and driving two strategic HR projects of TKE for many years:1. SEED Campus Asia/Pacific: Asia and especially China have become very important markets to TKE in 2007 and earlier. But coping with such business potential requires amongst others qualified people. Given this, TKE HR set up a project to develop and to implement a corporate training center for all TKE employees in Asia. I was assigned to bring in all my expertise and together, the project team set up a large-scale training center with own dormatories and even escalators and elevators where people could train their technical skills2. HR Agenda 2015: From an HR perspective, training is just one piece of the bigger picture. Beside this, a company needs also appropriate strategies for recruiting, other development and also the retention of employees. This was the scope of the so-called project HR Agenda, and my role was rather the project management i.e. the tracking, monitoring and pushing of more than 30 single activities.

Wiesbaden, Hesse, Germany

2. Since the Business School had no EMBA program, my role was to explore options and a roadmap how to establish such a high-level program. After a sound analysis and visit of potential collaboration partners in the USA and in the UK, we decided to partner up with Durham Business School to run a joint EMBA program. Before starting the first cohort, we had to design an up-to-date program, select the best faculty as well as to prepare the program for an international accreditation.

St. Gallen

My job was to develop an up-to-date training and trainer portfolio for a company which is offering top corporate training in German-speaking markets and in Europe. The training areas have been purchasing and supply management, supply chain management, corporate and business strategy and controlling.

St. Gallen

During this period, I was involved and co-leading strategic projects in the area of procurement, logistics and strategy. We had consulting clients from the Top30 (DAX) companies and did successfully restructure areas such as the procurement organization incl. a deep analysis of each of the procurement processes. Based on the findings, a new procurement strategy was developed and together with clients implemented.

Marburg

The main focus during this period was my Ph.D. thesis about "Business Process Reengineering" (in German: Prozessorganisation). The starting point for the organizational analysis of companies hasn't been their structure ("Aufbauorganisation") but the internal and external process ("Ablauforganisation"). Following the idea of a Ph.D. thesis, the following three scientific aims have been followed and completed1. DESCRIPTION i.e. to come up with an analysis what Business Process Reengineering is about and whether it is really a new subject or not.2. EXPLANATION i.e. to apply various theories in order to explain why Business Process Reengineering became such a relevant topic for companies.3. MANAGEMENT i.e. to provide some input how to manage and implement the concept in today's business considering differences in terms of company size, industry etc.Beside my Ph.D. thesis, I was involved in preparing and partly giving lectures to students in the areas of Strategic Management, Organization, Corporate Governance and Human Resource Management.