Police officers are at the heart of society, close to the news. The police are where it happens. The actions of agents are always under a magnifying glass. With the police you are 24 hours a day and for everyone in our diverse society. Integrity, courage, reliability and binding are our core values.Within the police organization you can contribute to a safe society in various ways. On the street or behind the scenes; every colleague contributes to police work. My position is supporting business operations in ICT. But whatever you do, in uniform or not: craftsmanship comes first.

Alrijne is a merger of two hospitals with an important regional function. It is a changing organisation. Responsible for the accounts ICT, Real Estate, Medical Techniques, HRM, Innovation & Quality, the Academy, Radiology and Laboratory. Development and implementation of Lean processes and accountmanagement. Advise on framework contracts; outsoursing laboratory diagnostics, CAPEX, - OPEX ICT contracts, Equipment contracts, MRO contract management. Furthermore harmonisation, rationalisation and standardisation of purchase to pay and procurement processes and focus on catagory management. Concerning the financial goals; I realized sustainable cost reductions on TCO and savings of between € 1.500.000,= and € 2.500.000,=in various projects.

Jan 2012 – Nov.2017 Senior Account Manager, Haaglanden Medical Centre, The Hague, NLThe HMC is a hybrid organisation, commercially focussed and engaged in cooperative wide procurement. services, investment goods(CAPEX), both substantive and supportive mainly in the medical field. In this changing organisation my initial role changed as well in due time. I am invited to join in processes, projects where my experience and expertise regarding Supply Chains is requested. Like supply chain optimisation of operations rooms. In that free role now I advise, support, increase efficiency and add value for all categories in the supply chain. I am constantly focussed on building relationships with internal and external stakeholders. I often show innovative behaviour, develop new ideas and therewith I change the status quo within the organisation. For instance the introduction of expert teams and an expert board for governance. I organized a structure for Account Management that ensured tasks are fulfilled and commitment is measureable. Furthermore I joined and supervised several projects, (European) tenders, negotiated and arranged the aligned contract management. I contribute to a structure focussed on continuous improvement,lean process , purchase to pay efficiency, development of a commodity strategy and contract management. Concerning the financial goals through time I realized sustainable cost reductions on TCO and savings in investments of nearly € 3.000.000,= in various projects over the years for e.g. Cardiology, Radiotherapy and supply chain solutions.

Coaching a team of young girls - emphasize the good and the positive ways to enjoy and learn about competition and sport. Learining about failures, loosing and winning and team spirit.

Within automation category I developed and implemented the commodity strategy for platform and bridge automation. The strategy concerned aligning the international business with the internal development processes for ship and bridge automation. I worked out global sourcing lists and matched it with our own supply list to identify our strategic partners. By analysing current relationships with suppliers, I arranged specific meetings and worked on mutual commitment to accomplish strategic long term relationships. Negotiations and frame work contracts were also part of the job as well as Contract management . I achieved a first level of contract compliance by streamlining several small suppliers through one contract and supply source. Besides that I solved contract legacy with strategic suppliers of bridge automation. Being Process Owner for procurement in the Navision implementation, I made sure that on behalf of my stakeholders a profound integral procurement process was secured in the Navision - ERP system. The concern was fitting four companies into one administration and to make sure that the procurement and logistic processes were guaranteed for full operational usage and in compliance with the financials.

I advised regarding the market introduction of fuel savings devices and Organic chemical CV fluids produced by Turkish manufacturers. Both products are widely sold, accepted and largely applied in Turkey. I consulted with the set up of business and marketing plans to realise introduction in the B2B market in Europe, the energy sector, the marine sector and consumer market.

The procurement department of the Hagaziekenhuis merged in 2010 into Zorgservice XL. My first mission was to extend professionalism and make sure that the expertise centre was in compliance with the strategic plans of the organisation. In line with this objective I supported ICT procurement, contracting and governance (reducing risk and rationalisation on collective functions). Soon I joined the Strategic Tender Committee that had governance over corporate Hospital ICT renewal and ICT architecture with an advice task. I gave recommendations to the Council of governing board regarding procurement projects and took actively part in projects and process management. I coordinated ICT project buying and focussed on continuous improvement of process structures.Besides transparent bidding I negotiated and drew up main- and framework contracts. With project managers in the first line I supported implementations and contract compliance. Part of the job was account management. I focussed on achieving valuable relations with internal and external stakeholders. I accomplished more than 23 tenders with sustainable cost reductions on TCO and savings in investments of approximately € 4.500.000, 00 in various projects over 3 years e.g.:o Procurement of Patient Data Management System for the Intensive Care.o Digitalisation of the Cardiac Centre, a network platform, communication, storage and server platform. o Organisation Change Hospital ICT renewal and ICT Architecture.

As being part of the Expertise Centre, the main cause of action was to structure the processes so that transparant bidding and acceptance would become a common issue. Furthermore procurement had to provide policies on strategics levels for long term commitments so that on tactical level cost reductions can be realized. The organisation needed basic roots for supply chain management. Account Management, esthablishing and maintaining relations was an important role. There was a large focus on Relation Management as well to customers as to suppliers.

Medisize was a medical production company with several types of production. I supervised an annual spend of approximately 10 - 15 million Euro. With the help of my colleague, who came from Philips, we reengineered and transformed a basic administrative procurement department to a central business office for production, logistics and procurement. The result was an efficient centralized operation and decentralized satellites. I originated a procurement portfolio for the purpose of analyses, finance, and sourcing (Kralijc) and enhanced the supply chain so that availability for production was secured. Based on portfolio analysis I conducted strategic sourcing in global international environments. I introduced supplier relation management to strengthen long term relationships. Continuous revaluation of strategic suppliers and portfolio management resulted in 30% cost reductions over 9.5 years. I conducted tenders (RFI’s /RFQ’s), negotiations on main contracts, and drew up frame work contracts. Development and international manufacturing projects took place in cross functional research teams. I was chairman of special product teams that conducted In and out sourcing. I developed and introduced logistic concepts and processes to support the supply chain (ABC analysis, consolidation, networks, lean-agile, push and pull) and increased profitability by improving delivery performance, stock reduction (of 24% from approximately 2.5 million Euros to 1.9 million Euros with a revenue increase of 150 %) and reduction of logistic cost by cross docking, combined and thicker distribution streams. With the introduction of the above continues measurements I achieved sustainable ongoing quality and/or efficiency improvements. I wrote and monitored purchasing policies and procedures [ISO 9000] as for the GMP regulations.

I professionalized and optimized the work process of the facilities department. Being department supervisor I launched product development, market research and active acquisition. This meant pro active counselling regarding nutrition and food supply issues for installing of restaurant/catering facilities and control of financial targets.

I contributed in the set up of a facilities and purchasing department and wrote purchasing policy and procedures. Besides that I supervised the procurement, order control, and administrative processes. I conducted supplier selections, negotiations and drew up contracts. I helped in the design and development of procurement systems, vendor-rating and a contract database. Furthermore I coordinated moving, refurbishment’s and internal decoration of new companies and procured a server/ network area.

This staff department of the City of The Hague was responsible for the organisation and round up of infrastructure projects that were started in The Hague. I made the projects accountable for an audit certificate and prepared the final report for the Ministry of Transport, Public Works and Water Management.

Daily in charge of à la Carte restaurant and catering and venues.

As a management trainee I had the opportunity to do my internship in the Britannia Intercontinental Hotel. I worked in the Internal Accounting department and engaged in the set up of controls for hotel - restaurant distribution outlets. Besides that I was trained in administration controlling and accounting for revenue and facility projects.

As a trainee I had the opportunity to do my internship in Café Royal in the Dutch West Indies on the island of St. Martin. Café Royal was a well known à la Carte restaurant and a catering company. I had the daily charge of the operations for restaurant and catering. I organised large scale venues and Island catering. This implied implied special facilities and logistics to the islands.