Global. Operations.

When Operations, SCM, and Material Flow Are Under Pressure. Nationally. Internationally!

Volatile supply chains, geopolitical risks, cost pressures, a shortage of skilled workers, and rising customer expectations regarding delivery performance are putting pressure on manufacturing companies. At the same time, production relocations, site setups, ramp-ups, and international supply chains are becoming more complex.

The key question is not just: How effective is our procurement? But rather: How efficient is the entire operational organization—from planning, material availability, and supplier management, through internal logistics and production, all the way to on-time delivery to customers?

What challenges do you face?

Delivery capacity and material availability are at risk:

Critical parts are missing, customer complaints are on the rise, and backlogs are growing.

Material flow and production supply are unstable:

Lead times are too long, inventory levels are too high, and the supply to production is not reliable enough.

Management and collaboration do not mesh smoothly:

Purchasing, SCM, logistics, planning, production, and engineering do not work together in a sufficiently integrated manner; priorities, bottlenecks, and key performance indicators lack transparency.

International locations and supply chains are not sufficiently synchronized:

Local teams, suppliers, processes, and responsibilities do not interact smoothly enough across national and cultural boundaries.

Solutions

Operations do not follow a standard template. When delivery capacity, material flow, inventory, or organizational structure are under pressure, it is essential to have a clear understanding of bottlenecks, priorities, and the next effective steps.

That’s exactly where I come in: I take on responsibility, align operations, SCM, procurement, logistics, and production toward a common goal, and transform operational structures into measurable performance.

Offer

Operations and SCM Stabilization

Stabilization of delivery capacity, material availability, planning, scheduling, logistics, and supplier performance

I take on task force and leadership responsibilities when delivery capacity, backlogs, customer escalations, or production supply become critical.

Operations Transformation

Reorganization of structures, processes, roles, responsibilities, KPIs, and management routines in Operations, SCM, and Materials Management

The goal is an organization that doesn’t get bogged down in firefighting, but instead steers a steady course and improves over the long term.

Reorganization of Operations, SCM, and Materials Management Structures
Clarification of Roles, Responsibilities, and Interfaces
Implementation of effective management procedures and escalation protocols
Establishing a Stable and Effectively Managed Surgical Organization

Materials Management & Supply Chain Performance

Improvements in material flow, inventory, production supply, transparency, and operational control

The focus is on inventory optimization, lead times, bottleneck management, logistics performance, and ensuring a reliable supply to production.

Ramp-up, Greenfield, and International Site Development

Establishment of local SCM, procurement, and operations structures, supplier base, processes, and teams.

Particularly relevant for site setup, production relocation, plant ramp-up, international production sites, and go-live situations.

Operational Excellence & KPI Management

Implementation of reporting, key performance indicators, control logic, management dashboards, and ERP preparation.

The goal is fact-based management that identifies bottlenecks, speeds up decision-making, and clarifies responsibilities.

Implementation of Key Performance Indicators, Reporting, and Management Dashboards
Identifying bottlenecks, priorities, and responsibilities
Development of fact-based management and decision-making procedures
Preparing for ERP, Process, and Organizational Changes

Procurement as an Operational Lever

Supplier management, global procurement strategies, cost and cash implications—always in relation to supply capability, inventory levels, and operational performance.

I will align purchasing and supplier management in such a way that they measurably improve material availability, production supply, inventory levels, and contributions to operating profit.

Supplier Management with a Focus on Operational Impact
Global Procurement Strategies for Supply Capability, Costs, and Cash
Improving Material Availability and Supplier Performance
Aligning Procurement with Production, Inventory, and Operating Results

Client & industry focus

I work with internationally active medium-sized companies, larger corporate groups, family-owned businesses, and international manufacturing companies facing specific operational, supply chain management, or material flow challenges.

Typically, these are companies with revenue ranging from approximately 100 million to 2 billion EUR and around 500 to 10,000 employees. My contacts include managing directors, CEOs, COOs, CFOs, CROs, shareholders, members of advisory boards, private equity representatives, family offices, as well as plant managers, operations managers, and SCM managers.

Industry Focus

Manufacturing Industry
Mechanical and plant engineering
Automotive / Suppliers
High-Tech Manufacturing
Aerospace
Packaging industry
Industrial Goods