From 1 September 2002 , I am working as a Purchasing & Logistics Manager
Responsibilities are:
- Formulating the long term purchasing strategy
- Supervise the purchasing department to ensure organizational goals are met
- Negotiate long-term agreements and programs with key vendors
- Manage material supply, storage and distribution to meet the material requirements and accomplish manufacture goals and objectives
- Set up material and supplier review system to strengthen vendor management and develop containment and cost reduction opportunities
- Develop and implement policies and procedures to ensure the total process management in a timely and cost effective way
- Providing more efficiency in the procurement process
- Produce performance review and formally presentation to the director

From 1 December 2000 until August 2002, I was an Purchasing Manager
I was responsible for formulating and following up the purchase strategy and realising this with the help of a purchase plan. A resultant of this is that the vulnerability of the concern in relation to strategic articles is reduced. Setting up contract management and relationship management, structuring the department (6 people), developing a vendor rating system and optimising procedures are all things that have been developed and implemented under my responsibility. By means of Supply Chain Management and Just In Time methods, the stock level was reduced by 40%. As a Purchasing Manager of AWB CV-boilers I formed part of the international organisation of the English Hepworth Heating group. During the monthly international deliberation, we discussed the long and short term goals. Because of the take over by the German concern Vaillant on 1 April 2001, the international character of the function consolidated.

From October 1998 until November2000, I was an Operations Manager
My job was to improve and to manage the internal organisation. I tried to achieve my goals by means of problem analysing, change management and plans for improvement. I was responsible for the purchasing, logistics and quality departments (about 50 people in total). As an Operations Manager, I formed part of the MT, and I reported the following items; realised and future goals, perceived short comings together with a manner of dealing with them, quality problems and the current market situation.

I was also the account manager for two very important customers.
In this function, it was an advantage that I had a total overview at the concern.
It was stimulating that the implemented changes had a positive impact on the entire industrial organisation. It is very educating that all sorts of problems were discussed with me. Through this my problem solving thinking strongly evolved.

From June 1996 until October 1998, I worked in the same wholesaler as a quality manager.
When I accepted the job, the organisation was not certified. My goal was to set up and to implement a quality system(ISO 9002). It was also very important to convince colleagues about the value added of the system. In this period I was mainly busy with:
co-operating with external audits, doing internal audits, making quality analyses and improving working processes. I also produced the business plan and the purchase plan.
During this period I learned how important quality is for a concern.

In September 1993 I started as a purchaser within the same wholesaler
After a while they gave me the opportunity to restructure the department. I approached this task with open arms and restructured the working processes and introduced: a clear allocation of tasks and responsibilities, mutual arrangements, a kanban system to control the stock level, agreed times to chase overdue deliveries, agree on fixed days of delivery and put up delivery schedules and contracts. These measures lead to a an improvement in the delivery reliability from 78% to 94%.
The challenge of this function was to realise a win-win situation together with the suppliers. It was necessary to build up a network of key suppliers. Striving for the optimum situation was a requirement.

September 1987 until September 1993
During this period I had two different functions in the rank of first lieutenant, and in both of them, I had to give guidance to several people. After my officers education, I worked as a Head of the Office Ground Defence. I was responsible for the base defence plan and for training all the personal to maintain their basic skills. The second function was that of a class commander. I was responsible for training and guiding new soldiers. They were trained for the rank of corporal, sergeant or lieutenant.
It was very educating to teach as a nineteen year old and be responsible for 25 people or more.

MAVO, HAVO, Officers education, Management science degree

Management, Logistic Management, Operational Management 1A, Operational Management 1B, Internal auditor, Quality management, Purchase management, English course, NEVI 3