Flex Manager
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European Logistics and Supply Chain Expert

European Logistics and Supply Chain Expert

Work Experience

Experience:
• 6 weeks practical training at DAF-Trucks, Eindhoven. This training concerned the set-up of a registration system for standardized reusable packing material;

• 6 weeks practical training at the Department of Public Works, Directorate \"Locks and Floodgates\" (\"Sluizen en Stuwen\"), Utrecht;

• 6 months research assistant Business Planning;

• 2 years\' membership of the departmental council of the Industrial Engineering Department at the University of Technology;

• 9 months final project:

The set-up of a uniform planning at the Directorate \"Locks and Floodgates\" (\"Sluizen en Stuwen\"), Utrecht.

The above mentioned 6 weeks of practical training resulted in the opportunity to do my final project with that company as well. Considering the importance of this project to the company, I was employed on a temporary basis of 9 months.

My final project emphasized the awakening of the companies awareness to and the importance of working with a different and more methodical way.

Finally, my study lead to a change of mentality within the organization and to the actual implementation of my proposals.




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Sept. 1979 - Dec. 1981: Neckermann Postorders B.V., Hulst

- Manager Organization Department
- Manager Planning Office Distribution


Neckermann Postorders B.V. was part of Neckermann Mail-orders in Frankfurt. Proceeding from the outlet in Hulst both the dutch as well as the belgium market were served.

The annual turnover was approximately Dfl. 100,000,000.
Yearly, over 2 million parcels were distributed. Every year the assortment consisted of about 70,000 different products.

The distribution center was not operating properly, which resulted
in a loss of invoiced products. Due to this, 10% of the annual turnover was not delivered.

The following actions were taken to reduce this percentage to an acceptable level:
• administrative verifications were improved;
• the warehouse layout was completely changed;
• methods and procedures were revised.

This resulted in a reduction of the earlier mentioned percentage to 0,01%.

The costs of labour were reduced because of a better tuning between the available capacity and the needs. Personnel was overstaffed by 30%, consequently and theirfore reduced and replaced by so-called temporary employees.

Furthermore, after making calculations I negotiated with the Post Office, which led to a cost reduction in shipping costs of mailings, parcels and returned goods of Dfl. 3,000,000 on a yearly basis.







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Jan.1982 - Dec.1986: Postorder Division Vendex International, Breda

- Manager Organization International Buying Dept.
- Project Manager Construction Distribution Center


This organization operated in 6 European countries with an annual turnover of Dfl. 600,000,000. The assortment consisted of books, correspondence courses and hardware products.

In the first mentioned position I was responsible for streamlining the Buying Department. This implied, among other things, the centralization of almost all administrative positions.

Furthermore, far-reaching automation was carried through, in which orders, purchase orders and follow-up of delivery times were automated.

In this function I reported to the Buying Director.

In addition, I negotiated with the PTT, which resulted in a yearly saving of Dfl. 6,000,000 in postage costs of mailings, parcels and returned goods.

From November 1983 I was as Project Manager responsible for the building of a new distribution center in Turnhout (Belgium).

I was involved in this project from the preliminary study until the actual occupation.

Much attention has been paid to the construction fase, in which we tried to create the most logical flow of goods.
During this project we visited forty distribution centers throughout Europe in order to gather as many ideas as possible and to benefit from the excisting experience in other companies.







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At the same time I was responsible for the complete software development on a PDP 11 and an IBM 4381. This enabled us to create the ideal combination between process automation on the one hand and administrative automation on the other hand. This system made it possible to identify movements and location of the articles at any desired moment.

This distribution center consisted of a high-rise warehouse with
35,000 pallet locations and a low-rise of 25,000 m2.
The shipment capacity mounted up to 5,000 parcels per hour.
By investing Dfl. 40,000,000, a saving of 40% was realized and delivery time was reduced to 24 hours.






























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Jan. 1987- Apr. 1990: Franklin Mint Ltd., Rotterdam and London

- European Distribution Manager
- Director of European Fulfillment Operations


Franklin Mint is a worldwide operating direct mail company, specialized in design, production and promotion of collectors-items. The annual turnover was $ 600,000,000 25% of which was realized in Europe.

In the first position I have centralized the shipments for The Netherlands, Belgium, Luxemburg, Germany, Switzerland, Austria and Spain in Rotterdam. This yielded in a yearly saving of Dfl. 1,000,000 and reduced the time of goods in the pipeline from 21 to 3 days.

From April 1988 I was operating as Director of European Fulfillment Operations, stationed in London.

I was not only responsible for the complete logistics process, but also for all customer service activities in the 11 countries in which Franklin Mint operated in Europe.

New systems were implemented, resulting in a reduction of a large number of manual activities. Due to this we were able to reduce the manpower within logistics with 40%. In spite of this we were able to set off a 30% growth of volume.

Furthermore, a new concept for importing goods within the EEC was developed in close cooperation with the dutch customs (i.e. FEMAC). This resulted in yearly savings of Dfl. 900,000 for Franklin Mint Europe. Due to the fact that this system has been implemented world-wide, we realized an additional saving of Dfl. 2,700,000.

During 1989 and at the beginning of 1990 a detailed study was done to a further centralization of logistics processes with a potential saving of at least Dfl. 10,000,000.



May 1990 - Present: Ir. J.W. van .V., Winssen


May 1990 - Apr. 1991: Dräger Nederland B.V., Zoetermeer

- Interim Manager Logistics


Dräger is as a commercial enterprise specialized in the production and sales of products for fireprevention and hospital equipment. The annual purchasing value was Dfl. 440,000,000.

I set up the logistical function within this technical commercial enterprise, and represented Logistics within the Management Team.
Among my assigned tasks was the restructuring of the activities within the Departments Distribution and Purchasing, as well as the further implementation and modification of acquired standard software.


May 1991 - June 1998: Frans Maas Holding B.V., Venlo

- Vice-President Logistics Projects


Frans Maas is specialized in logistics services and international freight forwarding. The Logistics Division undertakes complete logistics projects. The Division is characterized by its tailored service, longterm partnerships with its customers and the knowledge-intensive nature of its operations.

I was responsible for setting up the new Department Customer Projects and Engineering within the Division Logistics Services. This Department is responsible for the acquisition, design and implementation of dedicated logistics projects for third parties in the broadest sense of the word.

The Department has extended under my supervision to its present dimensions with over 30 employees (namely project managers and logistics engineers).



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Since May 1991 a number of projects is realised under my supervision, including:
• Apple Computers;
• Armada;
• AutoEuropa (joint venture between Ford and Volkswagen);
• Bosch;
• Elsevier Science;
• GE Plastics India;
• Kodak Digital Imaging;
• NCR;
• Océ;
• Raaco;
• Sensomatic;
• Sun Microsystems;
• THK;
• Trek USA.


Jan. 1999 - March 2002: PricewaterhouseCoopers Management Consultants, Almere

- Director


The start-up of a new division, \'Logistic Delivery\', in order to further expand the services of PricewaterhouseCoopers Management Consultants. This division consists of specialised professionals with a proven track record in the field of design and implementation of logistic (change) processes.

An efficient and effective logistic operation is a prerequisite for companies to retain or improve their competitiveness in the market. The approach of this division focuses on supply chain optimisation. Improvement programmes that would only cover part of the suppply chain often lead to suboptimal solutions and therefor in the long term consequences for the efficiency and the effectiveness of the logistic operation.





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PricewaterhouseCoopers expect to offer an even better service to its customers and expect a strong growth of these new services in the coming years. All the more since there will be more and more demand for customer specific solutions to implement an optimal supply chain.

Turnkey implementation of logistic operations (outsourcing and insourcing) and support on a project basis in the implementation of improvement programmes are the key services. The scope of the services is stretched along the total supply chain:
• Purchasing Logistics: from purchase order to (J.I.T.) delivery;
• Manufacturing Logistics: from receipt to delivery at line side;
• Distribution Logistics: from finished product to the customer;
• Reversed Logistics: from the customer back to manufacturing.

Logistic Delivery takes full responsibility for the bottom line result of the improvement programmes (response times, stock, flexibility
to adapt to changes, effectiveness, infrastructure and financial performance indicators).

Since January 1999 a number of projects is realised under my supervision, including:
• Bally;
• Ewals Cargo Care;
• FNAC;
• Laurus;
• Kipling;
• Panalpina;
• Polaroid;
• Reebok;
• Samsung;
• Sony;
• Stanley;
• Volkswagen.

The business has exceeded the budget as stated in the business plan. Despite this success, the organisation decided to stop this new business, as it was no part of their future core business.





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April 2002 – March 2003: Van Looy Group N.V., Antwerp

I am responsible for setting up the new Department Logistic Delivery within the Van Looy Group N.V. This Department is responsible for the acquisition, design and implementation of dedicated logistics projects for customers.


April 2003 – Present: Logistic-Delivery

Set-up a new Logistic-Delivery company with the same objective and philosophy but without using other firms to start up. For more details see website





























10

Education

Education: Grammar School, 1973
Industrial engineer,
University of Technology, Eindhoven

Graduation date: August 1979

Skills

see CV

Languages

Dutch,English and German

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