Meyer Werft GmbH & Co. KG, PapenburgChief Procurement Officer ( CPO ) and Global Supply Chain Management130 employees, €2.8 billion purchasing volume and more than 5000 suppliers, responsible for purchasing functions at 3 + 1 shipyards- Ensure procurement of all required materials and services for current projects at competitive prices- Global implementation of commodity strategies and lead buyer concepts- Management of the entire supply chain E2E- Material budget optimization- Market and supplier monitoring- Inventory and risk management- Development of sourcing strategies- Management of long-term supplier relationships- Digitalization- Management of the global purchasing budget- Safeguard of compliance with global purchasing guidelines, rules and regulations

Consulting and Interim Management

- Sustainably improved supplier performance supplying parts to Mexico, USA and Europe- Consolidated the purchasing organization, as well as all quality and procurement functions in Mexico- Collaborated closely with global purchasing, global development and Mercedes Benz Cars product-related committees- Steered management of supplier quality, industrialization and capacity management for Mercedes new products/model year projects- Improved supplier quality; developed local suppliers to enable export volume increase and/or ensure future local production volume increase- Mastered the challenges presented by the Corona pandemic e.g. organized shutdown of supplier production, installed a safety protocol, ramped up the plant and supply-based production (no negative impact on global production supply) - Reorganized and realigned supplier management in Mexico; consolidated and relocated three offices to one

- Ensured Quality targets for SUVs worldwide, incl. Supplier Quality Management; achieved agreed KPIs such as Voice of Customer, ppm, warranty and goodwill targets- Managed the global defect resolution process for SUVs- Implemented an enhanced quality management system at top management level in Germany and the USA- Supervised the audit & certification process and coordination of resulting measures (no major deviations, various best practice recommendations)- Headed technical risk management - Participated in the global homologation for SUVs

- Planned, controlled and monitored the entire series production planning process for SUVs (USA) and Sports Cars (SL and SLK in Bremen)- Involved in developing and setting up the reference factory for body-in-white, painting and assembly to achieve the greatest possible flexibility for the next product generation- Monitored validity of production concepts of the successor project for the GLE and GLS car lines at Mercedes Benz U.S. International (MBUSI) within the framework of the reference factory - Contributed to the development of the LEADERSHIP 2020 management system as the Production Planning Ambassador for the following leadership criteria: Customer Focus, Pioneering Spirit, Learning Organization, Agility, Purpose, Empowerment, Driven to Win, Co- Creation

- Headed activities to analyze all field damage cases for supplier parts worldwide for Mercedes Benz Cars, incl. coordination of follow-up action steps- Implemented a supplier sanction system (Q-Help)- Set up and implemented the reliability process for all components within new projects of Mercedes Benz Cars

- Co-led the global consolidation of all supplier parts quality functions; formed the interface to global purchasing, global development and Mercedes Benz Cars product-related committees- Steered management of supplier quality, industrialization and capacity management for Mercedes new product/model year projects- Ensured ramp-up quality of interior components in 10+ ramp-ups worldwide (100% fulfilment, no negative impact)- Created localization strategy for Mercedes vehicles and increased local content in China- Coordinated and ensured Quality for the DENZA project (development and production of an electric vehicle for the Chinese market) in the cooperation between Mercedes Benz and BYD, incl. localization action plan at 50 local suppliers

- Analyzed and standardized quality of methods and processes in production across 8 sites globally- Passed certification audits (internal, external) and executed action steps in line with audit findings- Ensured project quality of the E- / C-Class, Mercedes Front Architecture and SMART vehicles- Improved supplier quality of body-in-white worldwide- Achieved high ramp-up quality of body-in-white components in 5+ ramp-ups worldwide

- Orchestrated ramp-up of the CLC C-Class Coupe, producing exclusively in Brazil for the global market- Conducted ongoing analysis of weak points (causes/impacts) of production technologies and work processes; derived related action steps- Ensured the material and machine-related prerequisites for smooth production in line with delivery commitments in terms of quantity, quality and deadlines- Adapted production structures to reflect customer requirements - Adhered strictly to occupational safety on site and actively supported the company health management (no accident led to more than 2 days of absence)- Interacted constructively with representatives of the works council- Complied with quality specifications and aligned with customers on quality improvement issues; obtained all required certifications, e.g. IATF 16949- Architected the plant’s strategic realignment in view of the upcoming expiration of the CLC car line; investigated multiple strategic internal & external options together with central departments