Overall Supply Chain Management (i.e. both Procurement and Logistics) and ICT responsibility. Key results: company-wide process improvement and ERP implementation; supply base rationalization and framework agreements.

Hierarchical responsibility for SCM within Offshore Division (40 fte, reporting to MD) and functional for Royal IHC (85 fte, reporting to CEO), with corporate purchasing volume 70% of cost. Business Process Owner for Procure & Logistics (corporate ERP implementation).
 Organised for growth of Offshore turn-over (and thus spend), with realisation of all projects within purchasing targets. Set up of logistical function within department (including planning & expediting) and incorporated warehouses (formerly managed by Production). Contributed to divisional Lean Program (e.g. resulting in 15% reduction of hours spend within section building within Production) and drove implementation with SCM department (including 5S and operational kpi’s). 
Developed and implemented corporate Supply Chain Program. Initiated implementation of multi-disciplinary category teams (covering 85% of spend), with continuous coaching and lead-by-example of team members. Organised for process simplification of non-critical goods, including contract for vendor managed inventory. Developed and implemented supplier performance management system (in cooperation with Damen Shipyards) for Dutch shipbuilding industry. Developed and taught module for Supply Chain Management for internal corporate Management School (over a period of 4 years 7 times two days teaching of SCM basics and IHC ways of working to colleagues from other departments).

Managing Procurement Optics team (6 fte), 2007 purchasing volume 400mln Euro. Global supply base (Europe, US, Japan, China). Operational responsibility for two critical suppliers (vendors for laser sources for ASML products). 
Established sourcing strategies, through multi-disciplinary Product Family Teams. Directed management of critical suppliers (10, both OEM’s as well as contract manufacturers) through Supplier Account Teams, with focus on performance management (balancing Quality, Logistics, Technology and total Cost) and contracting for both New Product Introduction and Long Term Agreements.

Managing Resource Center (influx - throughput - outflow of personnel), global responsibility for recruitment & outplacement, supplier selection, workforce flexibility and employer branding. 
Directed shift towards candidate relationship management and internal account management, contracted suppliers recruitment and flexible workforce, selected and implemented global e-recruitment tool, developed and implemented global employer branding instruments, managed two consecutive outplacement projects (> 100 fte) with success rate >90% (including Unions negotiations on Social Plan approval), interim management of HR&O Asia.
Member of corporate core-team for the company-wide implementation of the Balanced ScoreCard (where the first goals on >70% marketshare and 5bln Euro turn-over were set).