2004 – 2005: Central Supply Chain Management Department.
This is a central department within Semiconductors responsible for initiating & driving Supply Chain improvements and innovations. Supply Chain effectiveness is important throughout the whole supply chain: New Product Introduction (time to market), Planning and Forecast (long lead times so great forecast errors), Day to Day execution (high deliver performance required) and costs (lead time & stocks). Recent projects:
- Improve way of working between Marketing & Sales departments and Business lines.
- Setup and improve Collaborative planning with customers.

1994 – 2004: Supply Chain and Manufacturing Engineering.
Consultant: Industrial Operations, Logistics and Supply Chain Management.
Setup & Improvement
Financial analysis (EPR modelling, cost & cash flow studies)
Project management

1993 – 1994: Engineer in engineering department
Responsible for improvements on production lines for ceramic resistors.

TYPES OF PROJECTS AND SKILLS Decision support projects:
Support BU or operational management in making strategic decisions in the field of industry and Supply Chain Management.

2003:
In assignment of Industrial management: Supply Chain design project for setting up the TV supply chain for the new product ranges for Flat Slim and Wide TV.
The project involved analysis of the supply chain parameters, the product architecture and financial modelling.
The study outcome is used as prime input for the CE strategic plan 2004-2006.

2003:
In assignment of plant management translate the industrial roadmap in a roadmap for production and logistics (2003-2007) to achieve growth plans for Healthcare as global supplier.
The project results are being implemented.

2002:
Setup an industrial master plan. Work out a supply chain with an improved supply concept (VMI, and Ship to Line).
Improve demand logistics and reduce FG stock.
The Supply Chain is restructured according to the master plan as defined by the project.
Break through improvement projects:(2002):Supply chain improvement project.
Result costs reduction of 10% and lead-time reduction of 20%.

2000:
Set-up of a production and supply chain improvement program aiming for CLIP improvement and resulting in 50% through put time reduction in PMG Cardio Vascular. Overall project leader:(1998-1999):Overall project leader (project duration 1.5 year) in a factory redesign project with a 30% cost reduction in operations.
The project contributed to successful take-over.
Operational support projects:(2004): setup of the logistics processes for a new operation in China.

1999:
Support with the setup of a packing & distribution centre.
Quality management:Project leader and co-author of the “Process Survey Tool for Supply Chain Management”.
This document is used throughout for self-assessment of key Supply Chain processes.