Terberg Taylor Americas Manufacturing LLC (‘24 US/MS). Interim managing director. 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 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). Consultant, Coach 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 (’19-’23 (NLD). Recovery Program & project manager 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.
DHL 4PL/Airbus (‘16-’17, FRA). 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
Ammeraal Beltech DHL 4PL/Airbus (‘16-’17, FRA). Projectmember EU-team.
- Led S&OP process implementation, improving production planning efficiency.
- Developed Lean operational structures in collaboration with production teams.
Multifill BV, Mijdrecht (Netherlands) – 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.
DecoLegno, Zaandijk (Netherlands)
2016 – December 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.
Thetford (2018) – Project manager
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 Manager (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 …..).
NRG -Project lead (2014-2015)
- Crisis situation due to high risk of production stop medical isotopes, resulting from not being able to dispose of radioactively contaminated residual materials.
- Production of containments restarted with NRG workshop.
- Test methods revised, have them approved and audited by Lloyds via NRG Review Committees.
- Process from swimming pool to drain COVRA set up, trained and executed.
- Result: reservation approx. 4.5M€ released, production process continued.
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).
