tesa is a leading global provider of adhesive solutions, specialising in innovative products tailored to diverse industry needs. The plant in Nijkerk is specialised in producing Twinlock, a custom-made self-adhesive sleeve for the flexographic printing industry. As the General Manager of tesa TL BV, I oversee daily operations, drive business improvement initiatives and train personnel to optimize organizational performance. With a focus on strategic planning, budget management, and policy development, I effectively communicate business objectives and ensure alignment with company goals.Since December ’23 the final decision is made to consolidate the production of Twinlock in a sister plant in Hamburg and to close the facility in Nijkerk by Q3 2024. It is my task and responsibility to drive and oversee this project, and in specific, to facilitate an effective closure of the tesa TL plant and ensure uninterrupted operations throughout the process of relocating the production.

In the role of Supply Chain Manager, it was my responsibility to plan, coordinate and monitor the flow of goods and services within the organisation from supplier to the customer. In addition, it was my responsibility to continuously analyse and improve the related processes and to provide needed support to the Business Unit, the Business Development Managers and the global Sales organisation. The biggest project in my time as Supply Chain Manager was to be part of the core team for the implementation of SAP B1 in the plant.

Tsubaki Nakashima Europe is a producer of bearing components and most of the production is for the automotive market. Tsubaki Nakashima has 19 plants worldwide. My responsibilities were for the plants in the Netherlands and in Bosnia.As Business Development Manager I was responsible for all business development activities in the region Europe for the product groups Rollers and Sheet Metal Parts. Examples of those activities was finding new customers, doing market resource, defining the (technical) requirements in new markets together with a multidisciplinary team and preparing business cases. In this role I was in close contact with the Global Sales Team to give guidance and support in sales activities. Due to increasing competition in existing markets from low labour countries, the decision has been made to reallocate assets to keep competitiveness within the firm. In this project I had an advising role to corporate management.

As H.P.W. I was responsible to coordinate the service activities for the Coding department. In this role I worked closely with the Service Engineers, the Sales dep. and the Purchasing dep.With a quick response on service requests, detailed monitoring and implementation of sales projects and having a team of well-educated Service Engineers to coordinate, we were able to provide an high service level on every corner in the Netherlands.

Tijdens deze afstudeerperiode heb ik een advies gegeven richting de opdrachtgevers binnen Ansaldo Thomassen over hoe de doorlooptijd van een bepaalde reparatie kunnen verkorten van 24,5 weken, tot 8,5 weken. Dit is bereikt door gebruik te maken van verschillende LEAN-tools. De reden van de grote afname in doorlooptijd komt vooral door het feit dat er enorm veel verspillingen binnen het reparatieproces zijn geëlimineerd. Dit is grotendeels bereikt door de interne logistiek op een andere manier te laten verlopen en te zorgen dat een onderdeel direct gerepareerd kan worden, en niet eerst gewacht moet worden op bijvoorbeeld inkoopdelen.