2006 – 2007 Interim Commercial Advisor
Petrochemical Industrie. During this interim assignment, I was responsible for the implementation of global software agreements and standardisation of procurement processes. This was achieved within an organisation responsible for maximising the value of software investments for the Exploration & Production specific business. I was also responsible for supporting the process of centralising the contract & procurement organisation from the business unit to the X model.
• Contributing to top quartile benchmark performance of the Contracting & Procurement function through implementing and complying to standardised processes.
• Engineering and implementation of project scoping process and contract management process.
• Responsible for the restructuring of the service lines to the business and interface of the various business portfolio’s
• Responsible for tendering and negotiating complex global agreements compliant to the sourcing/category management process.
• Responsible for business cost recovery model for the negotiated agreements.
• Bringing organisational and technical direction of the Business & Commercial team in line with the business strategic direction.
• Responsible for improving business enablers such as agreement templates, which meet future business requirements. In doing so, interfacing and negotiating with other functional disciplines such as Legal and Tax
• Responsible for approximately 200 global agreements to an annual value exceeding US$100MLN covering more than 40 operating units most of which are joint ventures with various governments.
• Responsible for savings of up to 40% on all global agreements negotiated which were all single source negotiations. This result exceeding pre-set and defined expectations.

2006 – 2006 Interim Senior Strategic Buyer
Petrochemical Industrie, shared service organisation with a supporting function to deliver and service all IT services.
Responsible for the reduction of third-party spend fragmentation, leverage of critical mass and driving contracting & procurement process standardisation within the central organisation and increasing contract & procurement discipline within the business.
• Contributed to further strengthening the external interface to the market by leveraging spend, simplifying Shell Group software agreements and Service Level Agreements.
• Enhancing value delivery to the business by supporting the implementation of a robust category management process which increases speed of delivery to the lines of business and early involvement of contracting & procurement.
• Responsible for the project management and negotiation of several global agreements as lead negotiator for various Shell Group standard software applications. This included various workflow applications and cutting edge virtualisation functionality.
• Responsible for negotiating global agreements where the results were within pre-defined target setting and customer satisfaction regarding on-time delivery and security of supply.
• Responsible for defining commercial strategies for above mentioned projects and obtaining executive endorsements for the chosen strategies.
• Applying contracting & procurement enablers such as On-line bidding and e-auctioning tools where applicable.

2005 – 2006 Interim Consultant
Responsible for the improvement of the Contract Labour procurement organisation whose task is to commercially source, execute, manage and transact against contracts in support of the Category Management program.
• Responsible for the delivery of due diligence report, which identified organisational, process and procedural facets.
• Responsible for process engineering of identified and missing processes to comply with legislation and internal business principles
• Responsible for interfacing with various functional disciplines with regard to multi-discipline processes and procedures and negotiation of roles and responsibilities.
• Responsible for a virtual team of 7 buyers spread across 4 countries in Europe, US and Asia.
• Responsible for restructuring the Contract labour team with regard to responsibilities and reporting lines which increased transparency and speed of delivery.

2003 – 2005 Senior Buyer
Globally active Industrie in the field of products in the life science industry, high quality metals and industrial chemicals
Main responsibility was to impact bottom line results for various business groups in scope by minimising supply chain and operational cost without risking the security of supply.
• Responsible for the indirect spend which represented over 400 suppliers and €25MLN annually
• Responsible for increasing spend scope through active internal acquisition, which resulted in an additional €20MLN annual spend on regional level and €15MLN on global level.
• Responsible for implementing a successful suppler reduction program by introducing Key Supplier Concept and supply chain integration. This resulted in a reduced supply base from over 1,500 to 400 suppliers and achieved annual savings of over 15%.
• Responsible for the successful implementation of logistic concept Vendor managed Inventory with a TCO improvement of 22%
• Responsible for initiating and program managing the outsourcing of various technical services categories such as scaffolding, industrial cleaning, 1st and 2nd line electrical and mechanical maintenance. This initiative resulted in becoming the best practise within this sub-category globally.
• Responsible for initiating and negotiating (lead negotiator) a global tender for technical goods category of Filters with a global spend of €15MLN. Results exceeding expectations with regard on-time delivery of project and savings reached (22%)
• Responsible for a team of 3 operational buyers

2002 – 2003 Procurement Officer
Company operating in the Bio Pharmaceutical industry actively developing and commercializing monoclonal antibodies products
Responsible for aligning procurement process in line with standard J&J policy after Centocor was acquired.
• Responsible for implementing category management concept for spend category Raw Materials. Defining and implementing commercial strategy
• Responsible for the successful increase of security of supply in line with business objectives by implementing 2nd source or 2 tier strategy for identified critical raw materials
• Responsible for the selection, auditing and negotiation of preferred suppliers

Period of travel August 2002 – October 2002

2002 Interim Business Development manager
Private banking company with an affiliate in Japan focused on the local expatriate community.
• Responsible for organising a back office sales team who arrange appointments and manage sales leads for the sales managers
• Responsible for implementing extensive names database of potential customers by attending network events and functions, organising workshops and through database acquisition.

2001 – 2002 Global Commodity Leader
Leading player in the mobile handset industry.
My main responsibility was to develop a global commodity / category strategy for the category standard electronic products.
• Responsible for aligning the category strategy with the key supplier technological roadmap and business technological and release roadmap.
• Key member of the negotiation team responsible for the outsourcing of sourcing, contract management activities and operational procurement to contract manufacturer Flextronics.
• Responsible for the integration of commodity/category strategy and negotiation of key supplier base in the joint venture process.
• Responsible for improving the interface with internal product development organisation by simplifying communication lines and standardising applicable processes with regard to ramp-ups.
• Responsible for the negotiation of excessive inventory levels in the supply chain which occurred after the mobile companies corrected their mobile handset production forecast dramatically. Value indication of inventory exceeded US$100MLN

1998 – 2000 Key Account Representative
Multinational operating in the electronic components market in a Business-to-Business environment.
Responsible for reaching sales revenue targets and increasing market share with existing global premium accounts.
• Responsible for the implementation of a 3rd party logistics concept for standard products which resulted and increased security of supply for the key customer, reduced inventory costs in the chain and therefore reduced cost price.
• Responsible for the global annual negotiation of global agreement to the value of €45MLN, which resulted in an increased market share from 40% to 60%.
• Responsible for the internal negotiation with production sites in Japan and Malaysia for production capacity in line with the negotiated volumes in the global agreement
• Responsible for the management of 1 internal sales officer and 2 administrators.

1994 – 1998 Supervisor, Tariff & Reservations
Dutch tour operator within the tourism industry.
Responsible for the co-ordination of information flow between all sales affiliates and central departments within the Netherlands. Responsible for quality control and auditing of the price database. Supervising the helpdesk of the Worldspan and Galileo reservation systems.

Bachelor of Commercial Economics,World Travel School, Amsterdam: Travel and Tourism Management, VWO

Courses/Trainings: Project management, Nijenrode: Strategic Procurement Management

Languages: Dutch, English (native)