• Leading multi-functional project teams• Implementation of process improvements (reduction of lead times up to 40%, improved internal customer satisfaction from 30 to 60%)• Set-up supply chains and accompanying Supplier Performance Measurement (“QLTC”)• Detailed assessment of the purchasing spend, determination of savings potential• Execution of purchasing activities (spend areas: investment goods, raw materials, HR)Customers: Project Industry, Financial Services… Show more • Leading multi-functional project teams• Implementation of process improvements (reduction of lead times up to 40%, improved internal customer satisfaction from 30 to 60%)• Set-up supply chains and accompanying Supplier Performance Measurement (“QLTC”)• Detailed assessment of the purchasing spend, determination of savings potential• Execution of purchasing activities (spend areas: investment goods, raw materials, HR)Customers: Project Industry, Financial Services, Publishing House, Mechanical Engineering, Food Industry. Show less

Responsible for a purchasing spend of approximately € 500 million.• Successfully developed and partially implemented a Strategic and Operational Purchasing Plan;• Realized saving in purchasing spend of approximately 2 % (mainly non-product-related);• Successfully improved the co-operation with the internal customers (Service Level Agreements);• Professionalized the Purchase to Pay (P2P) - and the Contract Management processes, and• Decentralized operational purchasing… Show more Responsible for a purchasing spend of approximately € 500 million.• Successfully developed and partially implemented a Strategic and Operational Purchasing Plan;• Realized saving in purchasing spend of approximately 2 % (mainly non-product-related);• Successfully improved the co-operation with the internal customers (Service Level Agreements);• Professionalized the Purchase to Pay (P2P) - and the Contract Management processes, and• Decentralized operational purchasing activities (e.g. “Self Service Procurement”). Show less

Responsible for P&L, proposal management and the programme organization.• Successfully improved the customer satisfaction (60 -> 100%);• Increased the profit above the pre-calculated margin;• Successfully implemented Lean Manufacturing principles: - reduction of the planned lead time (-/-49%); - reduction of the scrap rate of detail parts (-/-74%).• Stork Fokker becomes “preferred supplier” of Boeing;• December 2002, multi-million dollar follow-on… Show more Responsible for P&L, proposal management and the programme organization.• Successfully improved the customer satisfaction (60 -> 100%);• Increased the profit above the pre-calculated margin;• Successfully implemented Lean Manufacturing principles: - reduction of the planned lead time (-/-49%); - reduction of the scrap rate of detail parts (-/-74%).• Stork Fokker becomes “preferred supplier” of Boeing;• December 2002, multi-million dollar follow-on order from Boeing to Stork Aerospace for C 17 Globemaster III) military transport aircraft, and• Stork Fokker becomes “Boeing supplier of the year 2004”. Show less

Project Manager of a BPR-project (Business Process Reengineering). Successfully developed an implementation plan to reduce the lead time with 50% of both non-recurring as well as recurring processes.

Responsible for a purchasing spend of approximately € 100-110 million.• After the bankruptcy of Fokker Aircraft successfully secured supply;• Successfully developed and implemented a Strategic and Operational Purchasing Plan;• Set-up long term business relationship with strategic suppliers;• Started to establish “bench mark” data;• Successfully developed and implemented a “Supplier Excellence Program”;• Contributed to the selection and implementation of an ERP-system… Show more Responsible for a purchasing spend of approximately € 100-110 million.• After the bankruptcy of Fokker Aircraft successfully secured supply;• Successfully developed and implemented a Strategic and Operational Purchasing Plan;• Set-up long term business relationship with strategic suppliers;• Started to establish “bench mark” data;• Successfully developed and implemented a “Supplier Excellence Program”;• Contributed to the selection and implementation of an ERP-system (BAAN IV);• Successfully improved the co-operation with Marketing & Sales;• Member of the Stork Purchasing Council, and• Member of several Due Diligence-teams. Show less

• Successfully developed and implemented procedures for committing obligations and payments;• Monitored the planned and actual “cash out” per aircraft.

• Successfully implemented assembly-to-order for the Fokker 50/60-program• Contributed to the development and implementation of a Logistic Framework for Fokker Aircraft• Business consultant (manufacturing, logistics, procurement and engineering)