Supply Chain Management

4/2005 – 9/2005

Area Logistics Manager (Benelux; UK; Scandinavia)
UPS-SCS
The client UPS-SCS had won a 4PL Contract for Alcatel. This included
the management of all Logistics activities for the Alcatel Group of companies.
They used Interims both to provide external expertise and a successful launch.
The time period was set at 6 months to allow for internal recruitment and
training.
Key performance highlights were:
Process mapping and the development of a communications matrix
and share of work change management
successful migration of 3PL contracts from Alcatel to UPS SCS 4PL
development of a UPS SCS 4PL business plan for Alcatel
successful integration and implementation of the UPS TM system
successful establishment of a UPS SCS-Alcatel relationship
delivery of the anticipated logistics savings plan

A UPS SCS internal candidate was trained to fulfil this role

3/2003 – 2/2005

Operations Director
Panopa Logistics (a Division of Imperial Logistics, RSA)
Logistics Service Provider to the VW manufacturing facility in
Poznan, Poland.
The previous Operations Director has resigned at very short notice and the
client was looking for an immediate replacement to not only stabilize the
situation (VW had serious service issues with the client in the middle of a
model change) but who would also be in a position to expand and manage
the operations. The site consisted of two major facilities employing 250
employees and over 3500 VW employees. The main manufacturing plant
where we provided Kanban/JIT/JIS services to the production lines and
the Central Warehouse.
In the interim this has expanded to over 800 LSP employees at four sites
which include in addition an external manufacturing where we provided
JIT and SILS (sequencing) services as well as warehousing support
consisting of 65,000qm, the management of all inbound and shuttle
transportation between the facilities and a Supplier Park where we provided
both VW and Suppliers logistics and added-value requirements.
Key Performance highlights were as follows for the respective time period:
Development and implementation of all necessary systems and
processes to manage the business
Successful ISO and VDA Certification
VW Quality and Customer Satisfaction Audits
Development of Quality monitoring controls
Warehouse area from 34,500qm to 129,400qm
Inbound Transportation to 150 Truck and 57 Rail-Wagons daily
Parts containers from 1.56 to 3.1 million handled p.a.
Parts sequencing from 0 to 29,000 picks daily
Forklifts from 40 to 160
Shuttle routes between sites from 120 to 720 daily
Customers served from 1 to 12
Profitability from deep red to double digit net margins
Contract with VW extended for a further 5 years
The contract which was initially for six-nine months to cover the introduction
of new products at VW and the expansion of the business and was extended
to 2 years to allow for the development of local management. At this point in
time I felt I'd spent enough time in this role and despite offers to remain I
returned to Germany

1/2002 – 12/2002

Supply Chain Manager
12 month consulting/operational contract at US Can Corporation
The client had terminated the contracts of the incumbent Materials and
Logistics Managers. They required an Interim Manager to not only remove
or manage the operational issues but also to advise them on a future
appropriate organizational structure using up-to-date management techniques.
The contract was initially for six months until a permanent replacement could
be found .
The operational responsibility included the logistics activities at three
main sites in Germany and Denmark and encompassed Internal and
External Logistics; Material Planning and Control; Capacity and Personnel Planning as well as Industrial Engineering and Quality.
The consulting responsibility included the short/mid-term development
and implementation of a supply chain organization and a short-term
action plan to enhance activities and regain the confidence of the suppliers
and customers.
Key performance highlights included:
Master and production plan stabilized at 1.3 billion units p.a.
Customer Service/Supply Chain teams established to improve the
forecasting resulting in a 70% increase in forecasting accuracy
Production/Supply Chain teams established to improve schedule
adherence resulting in a 100% schedule adherence
Production plan shared with key suppliers (steel) leading to a reduction
in raw material stock of 50% and lead time reductions from three to one month
Developed and implemented VMI with key customers leading to stock reductions of 30% through the supply chain
ISO processes developed and implemented
As a result of the aforementioned activities customer service levels attained
100% and due to schedule adherence the necessity to buy-in competitive product
at a high cost was reduced to zero. A Supply Chain Organization was established which included elements of the Purchasing group and Customer Service.
Relationships with the 3PL were improved and KPI's were developed and implemented.
The client extended the contract initially to nine months and finally one year
the goal being to finally hire me on a permanent basis which I turned-down.