Interim management services in the area of supply chain, production, production planning, customer fulfillment.

- Managing the complete supply chain on the site (team of 80 FTE), overlookingo Supply planning and coordination with external supplierso Production schedulingo Warehouse operationso A team of logistics engineers to optimise the flows on siteo Small team of master data management

- Daily management of the customer service team (12 FTE of which 2 remotely based), until position is permanently filled- Preparing budget for 2023 in view of a potential expansion of the Middle-East region.- Part of project team to map out current order-to-cash process and define area’s of improvement (using Celonis-tool)

- Demand management for the Belgian sales organisation- Challenging national account managers on forecast and forecast accuracy- In case of shortages, set priorities & determine allocations with Warehouse Ops & Account Managers- Evaluate short term scheduling + give input to production planning to make sure right priorities are addressed- Monthly delivering input to S&OP process- Plan supplies of finished products from subcontractors

- Managing a team of 8 FTE - Planning the distribution from the plant in Belgium - Coordination between production planning, customer service and freight forwards.- Monitoring transportation costs

- Manage the production planning team, covering material planning, production planning and distribution planning. - Ensuring required customer service levels, target inventory levels and capital binding, efficient production planning- Engage with cross-functional teams such as procurement, production, quality control, R&D, demand management and sales- Assisting in the transformation and design of the planning team.o Evaluate and optimise existing processeso Describing roles & responsibilitieso Defining reporting and KPI’s- develop and coach the team and set performance and development objectives

- Increasing customer service level, reducing capital binding, - Improving collaboration with third parties, by closely monitoring the production planning and starting up regular communication. This allowed Huntsman to make the supply to key customers more reliable.- Coaching, developing individual team members and implementing a new governance structure in Europe as part of a worldwide project to streamline global supply chain through SAP.- Coach a young team member with good potential to take on the role as supply chain teamleader- Expand the responsibilities of the customer service department and coaching team members and teamleader .

- Set up and manage a team 12 artwork coordinators and master data expert to coordinate the marketing authorisation transfer from Alcon to Novartis worldwide.- Implementing the Novartis systems and workflow for artwork management in the existing organisation.

- Worldwide project to integrate the Novartis vaccines into GSK-order to cash processo Being the pivot between quality assurance, demand management, warehousing and logistics, supply chain, finance, set up of masterdatao Ensuring the newly acquired vaccines can immediately be supplied to customers- Project related to capacity constraints in South African affiliateo Identifying the source of the constraint, proposing alternatives and potential solutions.

- Plan and coordinate products launches (NPI) or product market phase out by leading multi-functional teams in a matrix organization - Lead the Supply review during quarterly business review meeting with key CMOs

- Coordination and management of the outsourced activities of the department- Ensure the completion of outsourced activities are in line withe UCB-project timeline. - Ensure UCB compliance with Legal, Intellectual Property, Purchasing and Finances policies for confidentiality agreements and contracts.•

- Setting up S&OP process for a business unit- Improve coordination and communication with contract manufacturers and 3PL - Setting up forecast process to CMO’s - Leadtime from CMO reduced by 20%- Introducing KPI’s with 3PL- Provide operational guiding to the supply planners.

- World wide responsible for the production planning of the printing plates. Representing a revenue of approx. € 0.9 billion, spread over 24.000 SKU’s and 15.000 order lines per month.- Driving the S&OP process for printing plates.Align the production plan for all manufacturing plants worldwide with the expected demand on a 12 months rolling basis.- The sites are located in Europe (4), US, Brazil, China and Korea.Main achievements are:o Extend the S&OP process to the Asian sites and newly acquired sites.o Include suppliers of the main raw materials in the process and make them an integrated part of it.o Reduce the inventory of finished product world wide by 15%o Reduce the inventory of the main raw materials world wide by 20 %o Reduce the non-moving products by 40%. In the period 2006 until today.- Steering the local remote supply chain teams in the different regions (Latam, Nafta, Aspac), as well as the plant production planners.o Dotted line responsibility for 12 people in a matrix organization.- Close cooperation with the plants to ensure the load is in line with future events of the different sites in terms of investments, shutdowns, planned idle time- High involvement with global procurement to ensure a smooth supply of the different raw materials.o Providing and discussing forecast with the suppliers in view of the contractual agreements and the available capacity of the suppliers.- Close coordination with sales and marketing in the light of product introductions, phase in/phase out,…o Write offs related to phase in/phase out reduced by 50%.- Closely involved in strategic long term plans (5 year plan,…).o Participating in discussions on future design of the supply chain.

Setting operations in Europe for a new product range. This consists of Order administration, planning, warehousing, distribution and reporting.

-Administrative supervision of the new orders, including approval cycle, timely delivery, invoicing.- Follow up of the planning of new installations.- Revenue forecasting to corporate.- Taking ownership of processes for the operations group, to support commercial promotions, implementation of new MIS system (SAP).

-Setting up a warehouse with spareparts for the service-departement.-Setting up a distribution-network for spareparts.-Administrative supervision of the new orders, such as calculation of the real discount, the commission, follow up the production in Canada and supervising the transport to the client.-Follow up of the planning of new installations.-Logistic organisation of tradeshows.

Supply and distribution fuels – fuels . 1995-1996 -Discussing throughput and exchange agreements with other petroleumcompanies. -Setting up the operational budget. -Writing and supervising the ISO-9002 procedures of my department.Responsible for quality control of fuels – Brussels . 1993-1995-Setting up a systematic and regular control of the quality of fuels on strategic points of the supply chain. (10 depots, about 500 servicestations).-Treating claims and technical questions of clients.Responsible for the productionplanning lubricants – Ertvelde. 1988-1993 -Responsible for the stocklevel of raw materials and finished products. -Implement and continuously adapt an MRP I module. -Setting up and later supervising productionplanning.Production manager lubricants – Ertvelde 1986-1988 -Supervising the production unit (30 operators, 3 employees). -Improve communication and co-ordination of the two departments. -Making operators more familiar with automation.