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Senior Program Manager Supply Chain

Work Experience

1978 – 1979 Verlipack Mol (Glass Bottle Manufacturer) Set-up Spare & maintain Spare parts & maintenance Warehouse
1979 – 1984 Borealis NV Beringen
Production operator Polypropylene plant (Process department)
1984 – 1887 Production Top operator Polypropylene plant (Process & Pelletising
Department)
1987 – 1988 Lead operator PP Plant (Process department)
1989 – 1989 Production Clerk
Production follow-up & ordering of the needed raw materials
1989 – 1996 Production Co-ordinator PP & compounding plant
2 production units of 130.000 Mt & 180.000 Mt + 1 Compounding unit
of 35.000 Mt / year.
1996 – 1998 Verlipack Mol NV
Logistics Manager
1998 – 1998 Verlipack Mol in Faling NV
Logistics Manager
1998 – 2007 Conix Belgium NV Genk – Decoma Belplas Industries NV Genk
Supply Chain Manager- MP&L, Customer Service Manager
2007 – 05/2009 Punch Motive
Purchase & Supply Chain European Director (On self employment base)

05/2009- 02/2010 Implementatie Manager Belgian Railway in Schaarbeek (Interim Management)

02/2010 – 11/2010 Strategic Buyer DSM Sourcing
Senior Project Manager Supply Chain
12/2010 – 08/2011 Co-founder of Umastar

08/2011 – 09/2011 Parts & Components Roeselaere
Crisis Manager

1978 – 1979 Verlipack Mol (Glass Bottle Manufacturer) Set-up Spare & maintain Spare parts & maintenance Warehouse

1979 – 1984 Borealis NV Beringen
Production operator Polypropylene plant (Process department)
1984 – 1887 Production Top operator Polypropylene plant (Process & Pelletising
Department)
1987 – 1988 Lead operator PP Plant (Process department)
1989 – 1989 Production Clerk
Production follow-up & ordering of the needed raw materials
1989 – 1996 Production Co-ordinator PP & compounding plant
2 production units of 130.000 Mt & 180.000 Mt + 1 Compounding unit
of 35.000 Mt / year.

Function Borealis: Generate a production plan taken in consideration the Customer
Forecast, current orders, stock levels and production capacities.
Ordering and expediting of the raw materials needed for the planned
Production.
Incoming goods: Release of the goods by analysis certificate.
Follow-up & technical administration of all involved units
Generate monthly & yearly production reports
Monthly & yearly management reporting.
Projects Borealis: ISO 9002 (end 92)
Optimization of the production planning, MRP. (On hold due budget
Reasons)
O.P.I. (Operational Performance Improvement) 92 (Cost savings
Cost saving workgroups and restructuring of the company with
Mc Kinsey Consult
V.F.M. (Value for Money) Optimization of inside processes so that
We are able to produce with a minimum of cost and that our company
Will stay competitive on the market.
SAP: Analysis & implementation of SAP software inside the Borealis
Group worldwide with Andersen Consulting.

1996 – 1998 Verlipack Mol NV
Logistics Manager
1998 – 1998 Verlipack Mol in Faling NV
Logistics Manager
Projects Verlipack: ISO 9001 start beginning 97, Responsible for the Logistics items inside
The whole Verlipack group (Plant Mol, Ghlin, Jumet & administration
in Erpe-Mere)
SAP implementation. Responsible for the Logistics items inside
the whole Verlipack group (Plant Mol, Ghlin, Jumet & administration
in Erpe-Mere). Launch was foreseen for 01/01/99 but due to bankruptcy
Launched.
ABC: Total new packaging project for Budweiser Beer for the UK
Market. New packaging standard in the UK.
Verlipack in faling: Logistics Manager
Taken over by the receivers due the bankruptcy
Implement a stock follow-up system
Sales of the stock on a decent price


1998 – 2007 Conix Belgium NV Genk – Decoma Belplas Industries NV Genk
Name of Conix Belgium NV Genk changed to Decoma Belplas NV

Supply Chain Manager- MP&L, Customer Service Manager

Function Supply Chain Manager ( 05/98  10/2001)
Head of Supply Chain Department reporting to the Finance Director Europe
Member of the Management Team
Supply Chain Department (25 blue collars, 1 white collar)
Responsible for the administration system ( MFG/PRO)
MP&L – Customer Service Manager (10/2001  now)
Reporting to the General Manager.
Member of the Management Team
Customer Service Department (11 white collars)
Responsible for all new projects and customers, liaisons, required
systems, EDI and MFG/PRO.

Projects Start-up of a Supply Chain Department
Organize the Warehousing ( lay-out, procedures, work methods, etc)
for the launch of the Mondeo 10/2000.
Set-up & and continuous improvement of the administration system
Bring the launch of the Mondeo to a success.
QS9000- ISO-TS , ISO 14001, Odette self-assessment.
Deliveries of painted bumpers within 48 hours after call-off
Real Time Registration (RF scanning for the warehouse)
Data registration & on-line registration of the production machines.
EDI implementation in a very short time for Volvo Trucks.
Set-up & launch central administration System (MFG/PRO)
Set-up & launch a SILS (On-line sequencing) for JIS deliveries of
Fully front Ends and Bumper systems for Volkswagen AG in Brussels
& Wolfsburg.
Current projects:
Porsche (5 models in 2,5 year) with sequencing centre in Stutgart
Daimler Chrysler with sequencing centre in Bremen.
Audi A4 Cabrio with sequencing centre in Oznabruck.
VW Transporter with sequencing centre in Hannover
Volvo Car S60 with sequencing centre in Gent.
Ford Mondeo re-refresh in Genk
Ford Galaxy in Genk

2007 – 05/2009 Punch Motive
Purchase & Supply Chain European Director (On self employment base)

Group with a very broad diversity of products with activities in several European countries.
Purchasing: Set-up and organisation of a central Purchasing Department, to be able to have better conditions by the suppliers due the higher volumes. Total package divide in several product groups and Benchmark everything with positive results. Sometimes very difficult situations with Suppliers by take-over some companies
. Supply Chain: Launch of new programs, not only in the Automotive sector but also in many different sectors.
Launch of different SAP projects in several companies
Benchmark all transportation of the group, send a Tender out and decrease seriously the Transportation Costs.
Many reorganization & cost cutting project to the bottom to become a very flat and lean manufacturing structure. Several take over of companies with sometimes reorganization but also with different plant closures. Temporally at Interim Management by take over and closures (Hayes Lemmerz Hoboken,Shirra GMBH), moving the production (in co-ordination with the OEM’s & the machinery to the other production site of Punch


05/2009- 02/2010 Implementation Manager Belgian Railway in Schaarbeek (Interim Management)
Reorganisation, re-layout and clean-up of the Central Warehouses & the work floor to be able to launch the SAP project in a decent way.
Change Management : Implementation of new work methods on the work floor.
Implementation of registration of all goods.
Hypercare & support after SOP


02/2010 – 11/2010 Strategic Buyer DSM Sourcing (Interim Management)
Senior Project Manager Supply Chain

Strategic Buyer DSM Sourcing
Project Management within the Close The Loop (Global) program.
Close The Loop is a cost reduction program with 29 Top Initiative. I am responsible for 5 Top Initiative
Supplier Letter Portal : DSM Sourcing (Indirect Spend) work with 78.000 Suppliers Globally, DSM Sourcing will decrease this amount of Suppliers to max 30.000.
To be able to stay as Supplier in the future, the Suppliers must meet the following conditions:
Payment term up to 90 days end of month
Min 5% discount from the current pricing
Turn over Bonus 3-5-7%
Courrier Services : Negociation of the Current pricing, decrease the amount of players. 2 players left over (TNT , DHL)
Implementation within the Netherland. Already 636K€ savings reached for the 2 NL contracts. Next steps: Prepare a global contract with these 2 players, planned end of 2010.
Long Life Lamps: Religthing Project. Cost saving in Lighting by using new technology (T5)
Hands On Tool Time: Todays experience is learning us that there is an substantial potential of improving the hand on tools time of contractors working at DSM. With different tools and approach per job the project focusses to make the manual labour cost more efficient while working at DSM. On of the main goals is to simplify the processes and reduce waiting times or idle time at DSM charged today at full rates. Based upon an increase of 10% in Hands On Tool Time (HOTT) we can save € 12 mio as total spend of contractors is > € 120 MIO.
Obsolete MRO The current absolute value of MRO articles and movement of stock hides a substantial value of improvements like value recovery, consignment stock, VMI/VOI,MOQ reduction and other health sense optimization possibilities. Savings are expected of € 6,8 MIO. Scope of the project includes MRO, PCS/.EE, Tools and PEE and covers all BG\\\'s and BU\\\'s. The project has a global coordination and a regional execution

12/2010 – 08/2011 Co-founder of Umastar
Launch of a small business to design and manufacture of Designers Shoes
Defining machine needs for production
Benchmark & negotiate with machine suppliers
Networking inside the Designers world
Negotiate contracts with Suppliers / Customers
Lay-out of the Work floor & install the machinery
Prepare the requested Prototypes
Start-up the production

08/2011 – 09/2011 Parts & Components Roeselaere
Crisis & Crash Management due a backlog of +/- 2000 parts with several line stops
at the Customer. (Catterpillar Gosselies)
Support to:
The Shipping Department to assure the delivery of the backlogged parts.
The Assembly Department to assure the assembly of needed parts.
Planning Department support for parts of other Customers
Auditing and corrective actions set-up by the Sub Suppliers (Paint Shops)
Project foreseen from 16/08/2011 till 09/09/2011

Education

Lower Belgian Level A3 Mechanics 4 years
Higher Belgian Level A2 Electro Mechanics
Higher evening & weekend school B1 Electro- Mechanics
Higher evening & weekend school Information Technologies

Skills

 Analytical and pragmatic process optimizer
 Supply Chain Management & Procurement sourcing expert
 Result-oriented respecting change management
 Launch of new companies
 Restructuration and closing existing companies
 Experience in Lean Manufacturing and Matrix Organisation
 Experience as European Supply Chain Director
 Experience by the NMBS as Implementation Manager SAP (Schaerbeek)

Languages

 Dutch Mother tongue
 French Mother tongue
 English Very fluent
 German Practise

Other

Excel, Word, PowerPoint, Visio, MFG/PRO, EDI, SAP

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