11/01- present Manager Purchasing and Logistics
The company's main activity is to supply, install and maintain service of CHP systems (Combined Heat and Powersystems) and Emergency Energy Installations. The total number of employees is about 85 Fte’s (20 Fte’s at the office, the rest of the Fte’s are active in operational Sales and Services). As manager Purchasing and Logistics (MT member) I report to the General Manager/director and I am responsible for the complete Procurement of all the PTS businesses, all domestic logistic and external logistic processes, the central warehouse, the regional (service) warehouses and the inventory in the service-vans. I lead a team of two buyers, three warehousemen and a transport planner/ truck driver. I also supervise the ISAH integration team regarding Purchasing and Material Management modules, implementing ISAH within the Powertec Services B.V. organisation. In addition, I have a number of general operational management tasks. I left ABB with four colleagues in 2001. PTS was nearly bankrupt at the time and we took
up the challenge to make the company profitable again. The present Management Team consists of five staff and line managers (Service, Projects, Sales, Purchasing and Logistics and Finance) and one general manager. Prior to my arrival the company did not have a Purchase and Logistic organisation, everybody ordered materials and hired contractors and services whenever they liked. The result was a total lack of structure, no procedures, and no cost/ budget control. The purchasing department now employs two operational buyers (service and projects); in Logistics (warehouse and transportation) we have a Chief warehouse and two assistants. At the moment Purchasing is nearly complete reorganised and centralised, for Logistics, the warehouses and the complete inventory is reorganised, standard procedures are introduced and implemented. By doing this we’ve saved about € 500.000, -- in the first year and we continue to save money. We have also reorganised and optimised the physical warehouse and inventory situation. We now have a central warehouse with four regional warehouses and about fifty service-vans with dynamic controlled and registered (service and emergency) stock.

05-96/11-01 Manager Purchasing & Logistics
1. Period after the take over of the company on 14/7/98. Duties as Manager Purchasing & Logistics have not changed after acquisition. Member of the Management Team, reporting directly to the General (statutory) Manager. The Management Team consists of seven persons. The company had recently started a reorganisation which included the creation of a Shared Services facility. As part of this initiative, my duties included the role as Purchase Manager to the company reporting directly to the Head office in Zurich (Switzerland). Furthermore, I’m a member of the SAP integration team for “Material Management”, to implement SAP within the organisation. At the moment 165 people are working there.
2. Period before the take over of the copmpany on 14/7/98. Employed as Manager Purchase & Logistic (MT member), reporting to the General Manager/ owner of the organisation. I’m responsible for the complete Procurement of the business, all domestic logistic subsidiaries and all external logistic processes, the central warehouse, several regional (service) warehouses and the inventory in the service-vans. I am supported by a team of three buyers, six warehousemen, a transport planner and a truck driver.

05-92/O5-96 Chief Buyer
As Chief Buyer my duties were to implement, shape, support and carry out the purchase management of a technical contractors concern. In this function I reported directly to the general manager. The organisation employs about 800 Fte’s, who work within several subsidiary companies (13) which together generate a turnover of 120 million guilders (€ 55.000.000,-). Within the concern I’m responsible for all aspects of purchasing and all directly related logistic matters. Due to the diversity and complexity of the different disciplines and products of all 13 companies it is important to have a close working relationship with the managers of each subsidiary company and their operational buyers.

02-87/05-92 Supervisor Procurement
I started as technical buyer, subsequently became Chief Buyer before being promoted to the function of Supervisor Procurement. In this function I was responsible for the “buy-out” of all materials needed for production of complete process control systems (RS-3), related materials and services (contractors) in the Benelux organisation. The company is active in Industrial automation and process control systems (process management for chemical and petrochemical industry as well special parts for the aviation industry). The purchase activities were located in the Benelux. I managed three buyers and several supporting co-workers (administrative/expediting).

08-82/02-87 Buyer/expediter
I was responsible for the purchase of materials needed for construction of complete (gas) platforms and/or satellites in the Dutch North-sea including platform-structures, deck sections, crew/living-quarters, piping, instrumentation, electrical material, MCC’s, the electrical installations, etc.

08-81/08-82 planner/calculator
Based in Rotterdam and active on projects with sanitary and electrical installations in house building, utility building, harbour, on-/off-shore installations, both international and national.

08-78/08-81 drawer/planner/calculator
As drawer/planner/calculator (interrupted for military service) in the disciplines electrotechnical, central heating and sanitary installations for projects in the (social) house-, office- and utility-buildings.