With the Goods Flow Excellence team we focus on solid, compliant and lean goods flows between all ASML locations (suppliers, factories, warehouses and customers) over the globe. In scope are all forward and reverse goods flows between first tier suppliers and the customer dock. The different controls and constraints for each step in the goods flow are translated into requirements from architecture, financial, compliance and logistics infrastructure perspective to enable and secure compliant global distribution of the different type of materials and finished goods.

Product Lifecycle Management coordinates material availability by relying on Supply Chain Management operational subsectors across the globe. Product Lifecycle Management is responsible to support the whole product generation process and to secure Supply Chain Management industrialization by driving the requirements and solving issues for new products and changes. Responsible for the Illuminator and all related Zeiss parts, changes and projects. One of the most advanced parts in an EUV machine. Enabling concurrent engineering by full transparency on Supply Chain Management risks and plan impact.

Responsible for a strategic project to design, calculate and present a sustainable warehousing solution, ready for the future and growth ambitions together with multiple customers, internal corporate stakeholders and decision makers.

Operationally, financially and commercially responsible for the warehousing location in Tilburg. This is a location within the network of a large retailer in the Netherlands. Handling over more than inbound 500 trucks a day with return flows from the supermarkets with a broad diversity of carrier items and return goods.

Overall project management for implementing new supply chain solutions for customers or improvements of existing operations. Working according the corporate CTI methodology (Customer Transition and Integration) to manage projects in a structured and smooth way.

Advisor and deputy on behalf of the Director Air Logistics with the aim to professionalize the logistics processes and to optimize results of the Air Logistics Division. Support and professional guidance on a strategic level to achieve organizational goals and continuous improvement of the division by initiating various projects and monitoring the implementation and results. Creating insights for decision making by building a Qlikview dashboard with network volumes and profitability information per lane, airline and product.

Customer Transition & IntegrationCTI department mission statement: "We ensure a smooth transition and integration of our customers' business through a proven methodology, using experienced project specialists, standardized tools and systematic knowledge transfer to manage, control and report implementations globally."

This department within the division Facility/Technical Support is responsible for the administration of company assets, contract management, financial reports, budgets, targets, licences, insurances & claims, KPI’s and purchasing support.Main objective is to set up and create a professional department and a fixed reporting structure. This in order to gain insights into the (maintenance) costs of the company assets. Also to increase the longevity of the company assets and optimization of the life time costs.

Set up a network platform & group within the Kuehne + Nagel organisation for young proffesionals.Young Kuehne + Nagel is a network for ambitious young professionals where it is possible to get to know the company and several divisions/business-units to create a broader sense of the organization and to develop yourself within the organization.

For two years I went through a Management Trainee Program within the national Kuehne + Nagel organization. In those two years I fulfill several functions in the Engineering department and also in the Technical Support department.At the end of 2008 I began as a Logistics Engineer in the department Logistics Engineering and Development. This department is responsible for the tender projects, business development calculations and improvement projects. In this role I have set up several projects. The focus here was Quality and Processes. I have set up a KPI monitor and defined KPIs for all domestic operations within the Contract Logistics Division. The main issue and focus was the On Time Performance for the customers Mars and Unilever.In March 2009 I became a member of the department Facility, Fleet and Maintenance. Responsible for two building projects in Zwolle and Tilburg within the Netherlands. These two warehouses have an accumulated warehouse surface of 40.000 square meters. This project was related to a number of new reverse logistics warehouses for the major retailer Albert Heijn.

Thesis: Key Performance Indicators

Assignment: Logistics Framework

Assignment: Internal distribution