Who am I?
(Operations Supply Chain management Leader | BPM | Operational Excellence | Data Driven | Innovation & Artificial Intelligence)
A dynamic and results-oriented interim/project manager and consultant with extensive experience in leading projects, organizations and teams through results, transitions and transformations. Known for improving operational processes and implementing Operational Excellence methodologies to achieve sustainable improvements. Proven ability to analyze complex business challenges and develop actionable strategies to drive growth, quality and efficiency. Adept at building stronger relationships with stakeholders and teams to foster collaboration and achieve common goals. Committed to high-quality results in fast-paced environments, with a strong focus on Safety, Quality, Efficiency and sustainability and organizational development. Excellent Leadership abilities that inspire teams to excel.
Contact me to explore opportunities in your company
JS Cocoa (‘25 NLD). Interim Operations and Maintenance manager. Cocoa beans food processing industry. Responsible for production, compliance and maintenance. 4 Months project. Achieved responsive onboarding, consolidating daily operations. Prepared and executed annual plant maintenance with MRO team. Structured Daily Management, provided structuring reporting activities, status and follow up.
Terberg Taylor Americas Manufacturing LLC (‘24 US/MS). Interim Plant Manager / Director ai. Truck Assembly plant (65FTE), responsible for Operations & Supply Chain, SHE, HRM, Finance. Transformation from project do development of organization, including HR-structuring, safety management and purchasing strategy.
Nihot Recycling BV (‘24, NLD). Interim Supply Chain manager Logistics 10FTE, warehousing and internal supply chain in a Construction & assembly plant (50FTE). Responsible for daily management, restructuring process and organization (teambuilding).
Sarawak Nederland BV (‘23-’24, NLD). Advisor Value Added Logistics and Warehouse Management for improvement of fulfillment processes in two fulfillment centers (20FTE). Coaching Management and Logistics manager. Implementation of 5S methodology and standard operating procedures.
AEB Amsterdam (‘23, NLD). Project Manager Logistics Quality Assurance, Quality Control
Lachgas problematiek bij Nederlandse Afvalverwerkers (verbrandingsinstallaties).
Redesigned operational product acceptance protocols and quality control standards (ISO 2859 series). Optimization of inbound logistics and goods receipt processes. Established bypass control processes and off-site facilities to address NO2 cylinder issues.
Multifill BV, Mijdrecht (’21-’22 NLD) – Consultant Operational Excellence, parttime
SME, ≈200FTE, 2 shift Operations), a high variety- low volume contractor for filling plastic bottles on behalf of OEM’s. Acting as coach for and Supply and Operations leadership to implement World Class Manufacturing program (WCM) (Supply Chain Delivery, S&OP, Change over time reduction (SMED), training in WCM methods/toolkit.
KH Engineering (’22-’23 NLD) Project Manager Program Management Office
Established Project Management Office (PMO) and implemented a project management framework based on KLM principles, incorporating PMI PMBoK guidelines. Conducted project portfolio reset, ensured timely delivery of project milestones, and managed project documentation. Oversaw progress tracking, budgeting, and control to ensure alignment with objectives.
AEB Amsterdam (’19-’23 (NLD). Advisor Supply Chain Management, Procurement, Spare Parts Warehousing.
Afvalcrisis 2019 , Herstart Verbrandingsovens, Enquete commissie 2020
Design of waste inbound strategy and logistics optimization (75FTE/375FTE). Building Control Tower, re-design and establishment of multimodal logistics processes (road, rail, water). Transformation of Procurement, Spare parts and supply Warehousing, ERP (JDE), QA&QC, Management Information. Assignment Inbound Quality Assurance, Quality Control resulting from national issues related to Nitro-oxigen cilinders exploding in Waste incinerations installation.
Ammeraal Beltech (‘18-’19 NLD. Interim Manager Supply Chain, S&OP, Procurement
- Introduced S&OP cross-functional, lead process implementation, improving production planning efficiency.
- Developed Lean operational structures in collaboration with production teams.
Thetford (2018) – Senior Project Lead Warehouse re-allocation
Assignment for insourcing warehouse activities, led the project team. The intended location (16,000m2), office spaces and various facilities Relocated Central Distribution Center (CDC) operations 6 months ahead of schedule. Managed logistics and workforce transition with zero operational disruptions.
NESTE Renewable Energy– Project Lead Supply Chain Design & Implementation (start up processing facility, 2017)
- Re-started tank form processing installation. Designed inbound and outbound flows of materials, ensuring regulatory compliance for animal fat materials Cat.3.
- Managed logistics and port infrastructure renovations for supply chain efficiency (ISPS compliant, Delivered Maritime Terminal Handbook, OCIMF, ISGOTT, MARPOL, ISGINTT, Scheepvaartreglement Kanaal Gent-Terneuzen …..).
DHL 4PL/Airbus (‘16-’17, FRA). Consultant Supply Chain Management Optimization, Projectmember EU-team. Implemention Operational Excellence in European Road Transportation Network, transportation optimization and inventory costs reduction aircraft components. Quality Assurance in project team of DHL responding to Airbus RFP for 5-years transportation contract of aircraft components
DecoLegno, Zaandijk (Netherlands) Advisor Supply Chain Management & Warehouse Operations (2016 – 2019)
Part-time Representing Supply Chain of DecoLegno as 4PL role towards 3PL’s in transportation and warehousing. Highlights:
• Analyses of Service Network Structure (ITA-NL, warehousing and distribution BENELUX); expansion scenarios in DE; decision support system of Warehouse location in DE and Benelux area (2016)
• Start recovery program at location (2017)
• RFP set up for benchmark / change 3PL Warehouse partner 2017
• RFP guidance to select new warehouse partner 2017
• Relocation / removal support & starting up at new location 2018
• Supply Chain Logistics Performance management & Coaching 2018 -2019. Operations and supply chain optimization Italy – end users BENELUX; Design and implement core processes vendor management (3PL), quality control (non-conformities, continuous improvement), performance management. Representing Supply Chain of DecoLegno in a 4PL role towards 3PL’s in transportation and warehousing.
NRG -Project lead (2014-2015)
- High impact productprocess medical isotopes (radioactively contaminated residual materials resulting from process).
- Production of containments re-started with NRG Tech. workshop.
- Test methods revised, have them approved and audited by Lloyds via NRG Review Committees.
- Documention and training materials set up and implementation (pilots)
- Re-design logistics process from warehouse to final destination. trained and executed.
- Result: sustainable production, and logistics execution; released reservation approx. 4.5M€ released.
Tata Steel Interim- / project manager 2013-2014 (50FTE)
- Acquisition Port-quay-based-material handling company. Merged the company and activities within structure of the steel factory (Works Council, job evaluations, organizational structure).
- Strategy set up with TATA OSF team to improve efficiency and environmental impact of scrap logistics (implemented in 2019).
- Achieved €500K in annual efficiency savings through raw material logistics improvements.
- Program Cost Liquid Steel (McKinsey – efficiency and cost reduction) project residues reuse in steel formulation and sale and disposal of steel boars (per transport 250k€).
Foundational Leadership Roles (2003 – 2012)
Held senior production leadership roles at Pipelife, SC Johnson, and Smurfit Kappa, gaining deep expertise in:
Operational excellence methodologies (TPM, Lean, Six Sigma).
Compliance & regulatory frameworks (ISO 900x, 55000, 2859x, HACCP, GMP).
Sustainable production practices (CSRD, FSC).
