Scope: Management consultancy for the Polish organisation of logistics company- Help consolidate the growth in Poland by streamlining processes between 3 Polish branches and the head office- Advising on management processes and organization- Coaching and development of managers and staff

Scope: 3 order to delivery clusters: DACH, CEE, BNL region, audit team: up to 6 people (logistic directors, team leaders and process coach)- Lead Continuous Improvement project to improve scheduling process including all interfaces with other departments in S&OP process and daily coordination- Lead implementation of internal process audits for the purpose of self-assurance and elimination of HSSE-, reputational- and financial risks. - Improved process time with 15% by elimination of waste in the E2E process using Continuous Improvement methodologies: Value Stream Mapping, fishbone analysis, structured problem solving, reorganization of roles and responsibilities in scheduling team- Considerably improved S&OP process and ways of working- Improved systems performance by 30%

Scope: planning department management (ca. 40 people: 2 planning teams and 1 customer service/dispatch team 24/6 in 3 shifts), VMI stock level management and fuel distribution to 2000 petrol stations and commercial customers in Germany, Austria and Switzerland in Shell’s European operations center, daily operational management of a fleet of 200 tank trucks, budget app. 70 mln Euro- Off-shored DACH Order to Deliver department from Germany to the Shell shared service center in Krakow (no effect on KPI’s as proven by Post Implementation Review) - Ensured timely delivery to 2000 Shell fuel sites in a Vendor Managed Inventory set-up - Ensured timely and in full delivery of orders to 150 B2B customers and airports - Daily management of the haulier operational performance using continuous improvement- Implemented semi-automated VMI and transport route planning system, ensuring delivery schedules with optimal service levels and cost performance- Reduction in tank stock outs worth 2.5 million Euro lost sales (recognized with EVP award)- Ensured an optimal secondary transport cost level (achieving 2-3% of cost savings yearly)

Scope: operational and P&L responsibility for 10 large transport contracts, team managed: 60 people in 13 offices in Poland including 5 cross-docks, turnover managed: ca 20 Mio Euro- Ensure profitability of DHL’s transport business through the management of contracts, operational control, supply chain optimization and reducing costs- Implemented centralized planning office with automated planning software (Paragon) for secondary transport- Contracted and managed subcontractors (transport and cross-dock services procurement, suppliers performance management)- Business development - ensured over 5 Mio Euro growth of turnover

Scope: Eastern-Europe (Poland, Czech republic and Slovakia), fleet: 100 dedicated vehicles for premium freight and high value transports in Europe, team managed: 15 dispatchers and 2 team leaders (2 shifts,24/7) -Ensured extreme high levels of customer service through: expediting delayed shipments, dispatching replacement shipments, arranging onboard couriers and airplane charters, 3 hour updates to customers, root cause and preventive measure analysis in case of delays and complaints, constant improvement of custom made software solutions and processes for shipment planning and tracking, inspiring and coaching the team to ensure the highest levels of control and customer care- Improved process synergy, implemented new procedures and ICT-functionalities

Scope: P&L responsibility for (inter)national transport (own trucks and subcontracted transport) and warehousing services of the Polish branch, Proxy of 2 legal entities, team: ca. 40 people -Strong hands-on focus on transport and warehouse operations in order to achieve cost reductions and a high sense of commerciality among transport planners and warehouse staff-Application of high IT standards in operations: Kewill/Chainware TMS and WMs as well as board computers/GPS-Ensured 25% growth of turnover, warehouse enlargement by 30%