On-Demand Procurement / Supply Chain Executive
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On-Demand Procurement / Supply Chain Executive

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Supply Chain Executive with a track record for building robust and profitable supply chain and services, supported by full cycle strategy, within a world-class, multi-location, global network. ...

Supply Chain Executive with a track record for building robust and profitable supply chain and services, supported by full cycle strategy, within a world-class, multi-location, global network. Thrives on driving performance through front-line leadership; Improving customer service while reducing business costs.

Business capabilities include the strategic procurement of goods and services, creation of Demand Planning and Production Scheduling processes, improving efficiency of physical operations, developing effective cross functional partnerships and the continuous improvement of the supply chain infrastructure to maximize network performance. Prior experience as CIO enables unique and powerful insight to more effectively run the Supply Chain.
Expertise includes:
• The integration of acquisitions and ability to take existing businesses to the next level by building processes, systems and best practices for improved organizational performance
• Demonstrated business acumen in creating customer and stakeholder value using LEAN and Six Sigma tools
• Recognition as an inspirational leader to others in the quest for results
• Sourcing Expertise - as evidenced by core competencies, leveraging spend analysis as the cornerstone of any sourcing and corporate goods and services (direct / indirect) cost reduction strategies, category management, leading-edge strategic sourcing processes , market research, strategic negotiations and contract management
• Procurement “Edge” Management – sourcing success by not only leveraging a portfolio of core expertise; I ensure success by also focusing on the “edge” of procurement – internal business alignment, vendor relationship management, supplier risk management, contract management, closed-loop spend management, off-shoring, third-party management and low-cost country strategies, and operational supply chain management, such as demand / inventory / warehousing / production and logistics management.
• Procurement IT Management – ensuring that the right portfolio of technologies are deployed and leveraged to optimal use in support of sourcing, cost reduction and supply chain business objectives
• Procurement Resource Management – ensuring that the right team, with the right competencies and the right business acumen are in place, trained and mentored

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On-Demand Procurement / Supply Chain Executive On-Demand Procurement / Supply Chain Executive Document Transcript

  • HANS A. CASTEELS Supply Chain and Procurement Management Professional 226 Driftwood Drive Kitchener, Ontario N2N1X6 Canada Canada M: +1.416.931.5241 London M: +44. (0)20 3290 6939 Private: hans.casteels@gmail.com Office: hans.casteels@efficioconsulting.ca Executive Summary Global Sourcing / Supply Chain Management executive and adviser with a track record for building robust and profitable supply chain and services supported by full cycle strategy, within a world-class, multi-location, global network. Thrives on driving performance through front-line leadership; Improving customer service while reducing business costs. Business capabilities include the strategic procurement of goods and services, creation of Demand Planning and Production Sch eduling processes, improving efficiency of physical operations, developing effective cross functional partnerships and the continuous improvement of the supply chain infrastructure to maximize network performance. Prior experience as CIO enables unique and powerful insight to more effectively run the Supply Chain           Recognized leader with 25% year over year annualized cost savings during career Reduced spend of direct materials by 28% and indirect materials by 45% by improving analysis and business process and implementing technology. Reduced total organizational costs by 55% by reallocating resources, outsourcing, leveraging shared services and COE models. Improved strategic supplier relationships by improving on time order performance to 99.9% and introducing best practices in supplier management of strategic and game changing suppliers resulting in 5% increase in revenue. Improved working capital by 35% with inventory and cash management programs Consolidated multiple sourcing centers into three COE’s in low-cost countries, saving $ 85 Million Established and recognized leading supply chain, sourcing and procurement analyst; author of 150 articles; quoted extensively in Industry magazines, newsletters, and news sites; internationally recognized in Wall Street Journal and NY Times As supply chain analyst and adviser grew client revenue substantially; provided strategic direction to both end-user clients and vendor clients. Advised end user companies in strategic direction, organizational design and best practices in people, process, performance and technology. Advised vendor clients in strategic direction, product requirements and roadmaps, partnerships and acquisitions Strategic and hands on leader with solid transformational experience that has increased competitive advantage Value-Driven Customer Focused leader Procurement and Supply Chain Leadership Competencies Strategic Sourcing Process International Experience Procurement Operations Excellence Leader Multi-Site Procurement Operations Spend Analysis Vendor Management Office Supplier Risk Management Closed-Loop Spend Management Contract Management Strategic Contract Negotiations Low Cost Country Strategies Third-Party Risk Management Team Development & Leadership Alignment and Spend Owner Management Sourcing Category Expertise Indirect Categories  IT: Hardware / Software / Datacenters / Network / Telephony / Video / Imaging / Printing / Archiving / SaaS / Cloud Services  Corporate: Legal Services / Marketing / Advertising / Print / Travel / Hotels / Real Estate / Cleaning / Fleet / Print / Postage / Courier / Audit / Legal / Marketing / Shredding / Armored Transportation  Supply Chain: Warehousing / Distribution / 3PL / Ocean freight / Rail freight / Packaging  Human Capital Management: Contingent / Temporary / Contract / Adjusters / Consultants Direct Categories  Aircraft related: Aircraft frames/ Jet Engines / Aircraft MRO / Specialty metals and alloys (turbines) / Aircraft interiors / Paint / Cleaning services / Airport services / Airport handling / Airports / Avionics / Lubricants / Fuel / Uniforms / Catering / Duty Free  Hospitality related: Real estate / Interior decorating / Kitchen equipment / Uniforms / Tools / Textiles / Food Ingredients  Automotive: Fineblanked parts / Paints / Robotics / Interior seating / Body components / Bumpers / Electrical 1|Page
  • HANS CASTEELS / Professional Expertise Efficio Consulting (London, UK) Principal, Category Management, Spend Analytics, Supplier Risk and Relationship Management, 2012 - CPO advisor. I advise Efficio’s largest clients on their most important strategic supply chain, spend, vendor management, supplier relationship, risk management, technology, pricing strategy and innovation questions. Sample Initiatives  Rolls Royce (Global) – Marine and Aero Engines: Category: Supply Chain. International logistics and supply chain strategy and optimization – optimized logistics / distribution and warehousing infrastructure, on a global basis, leading to $ 56MM in spend savings  EasyJet (United Kingdom): Category: Airports, Airport Handling and Equipment. Developed an airports sourcing strategy, coupled with innovative negotiation strategies and approaches – leading to a $ 82Million cost reduction on a $ 450MM spend portfolio  Cisco (Europe): Category: Strategic Sourcing Strategy - Mentor and advisory services to Cisco executive sales leadership on how to deal effectively with procurement departments  Cunningham Lindsey (United Kingdom/ France/The Netherlands): Category: Contingent Labor / Fleet / IT and Telecom/ Marketing / Adjusters: -16% aggregate savings on indirect spend categories spanning contractors, IT, network, Communications and Office supplies  CIBC (Canada): Category: Vendor Management Office and a Risk / Governance Framework - developed and implemented a supplier management office; governance framework, risk management, regulatory reporting. Eliminated $ 125MM in value loss due to non-effective contract management  Tryg Insurance (Denmark) Category: Indirect / Marketing / Legal / Emergency Repatriation – managed the total spend in Health & Travel amounting to DKK2bn p.a. Spend was fragmented across subcategories. 19% of the total spend was addressable during wave. Savings of DKK32m achieved by following the proposed strategy. Areas addressed Ire private Health, Alarm (emergency medical) and Corporate Travel. France Telecom / Orange (Geneva / Atlanta / Rio / Cairo) 2004-2012 Global Head, International Procurement (Enterprise Management Office / M&A) Global function consolidating all divisions across 90 countries and 13 categories of spend. Reporting to the CFO with responsibility for global company systems strategy, implementation and maintenance, with an annual spend budget of $4.8 Billion and capital budget of $120 million. Led 6 direct reports (VP level) , 5 business unit matrix reports and 2 indirect reports and 376 company-wide staff. Key Achievements:  $ 4.8 Billion under management / 376 resources / implemented a low-cost country strategy in Cairo / Rio and Hanoi  Increased spend coverage from 60% to 84%  Increased Sourcing and Procurement ROI from 6.77 to 13.15  Directed the integration of procurement systems and IT staff from multiple international acquisitions  Implemented Oracle and Ariba Demand Planning and Sourcing software in 4 businesses and created an in-depth training program to create super users for effective use of the system. Reduced excess inventory by 35% and significantly improved fill rate on make-to-forecast sku’s.  Consolidated 13 departments into one shared service. Located in a low-cost country, redirected resources into strategic projects, and created regional service centers to improve field service.  Implementations of catalog procurement software including reverse auctioning capability resulting in a business case to save over $230 million indirect spend dollars annually.  Initiated and completed a procurement transformation exercise – leading to improved spend analysis and strategic sourcing / negotiation strategies and contract management activities – leading to a $ 125 Million value capture, globally.  Created IT Procurement function consolidating technologies spend and reducing costs over 15% by developing a strategic approach.  Achieved high employee engagement scores, far surpassing industry benchmarks (score of 76 vs company average of 68 and benchmark of 65).  Improved service levels and satisfaction by 15% - 20% as measured by stakeholder surveys. 2|Page
  • HANS CASTEELS / AT Kearney and EDS (Dallas, Alexandria) 1997-2004 Principal, Procurement, Pricing and Branding Strategy Led consultative sales and business development initiatives around the globe, leading multi-functional teams in designing and executing IT strategy and business-solution strategies, capturing increased bottom-line results and organizational improvement for clients spanning diverse industries. Client teams multiple winners of great client service awards. Negotiated and built general management consulting relationships with top executives in wide range of businesses/industries. Key Achievements:  Direct involvement in over 175 strategic sourcing, procurement, procurement IT strategy and supplier development initiatives  Led 8 procurement IT selection strategy processes leading to the recommendation of procurement, contract management and supplier relationship management technology tools  Negotiated a $ 1.3 Billion HR BPO deal with CIBC  Negotiated a $ 350 Million SAP ERP BPO (Finance / manufacturing) portfolio for Bombardier  Managed a practice of procurement professionals, and generated over $ 55M in revenue contribution  Developed demand management, logistics, inventory management and warehouse management practice modules  Clients included VW/Audi / JPMorganChase / BT / Rolls Royce / Canada Post / Citi / Wachovia Air 2000 and Canada 3000 Airlines (Manchester / Toronto) 1987-1997 Director / Vice President, Contracts and Services / Pricing and Marketing Key Achievements: Key executive member of the airline start-up team, both in Manchester (Air 2000) and Toronto (Canada 3000 Airlines)  Responsible for all contracts and services sourcing and contracts management for a $ 1.25 B airline - $ 425M Spend / 14  resources Categories included IT (Datacenters / Communications / Network / Hardware / Software) Airports / Handling / Fuel / Catering and  Catering Equipment / Warehousing / Airport (Tarmac) Equipment / IT / Aircraft Engines / MRO / Real Estate / Avionics / Hotels / Travel / Warehousing / Logistics / Aircraft Interiors) Focus on cash management, cash flow and out-of-the-box thinking  Developed an industry-leading pricing strategy framework, contributing significantly to cash flow optimization initiatives.  Managed various BPO deals with both SITA and IBM to provide IT services in support of airline operations core functions  Education         Bachelor of Economics – Hoger Technisch Instituut, Oostende, Belgium, 1984 Negotiation Courses, Harvard University and Vantage Partners ITIL Foundations LEAN Six Sigma / Green belt / 2002 SCPA PMI Various ERP and Technology training courses Publications   Pricing and Branding Strategy – correlation of branding / marketing and pricing optimization Numerous whitepapers on supplier relationship management, vendor management office, supplier risk management and sourcing / spend optimization strategies 3|Page
  • HANS CASTEELS / Addendum: Beyond Categories / Professional Focus Areas Procurement Transformation  Re-align the sourcing process to be reflective of business requirements and objectives, and establish category expertise (internal alignment) / process excellence / spend visibility / development of business intelligence database / introduction of P2P tec hnology  Integrated 38 separate sourcing organizations, acquired through M&A activities, into three regional centers of excellence (Rio / Cairo / Hanoi) – saving $ 110M  Establish and then align Offshore Operations strategy with business needs by partnering with leaders to identify opportunities to leverage economies of scale, increase efficiency and produce cost savings  Lead the strategic identification of viable offshore business process outsourcing by ensuring implementation of a systematic, diagnostic approach to assess viability of change, risk associations, cost benefit analysis, organizational readines s and availability and capability of offshore operations Functional Leadership.  Provided overall leadership to the sourcing and procurement function, with responsibility for strategy development and implementation; operating plans and budgets; value generation initiatives; policies, procedures, and systems; recruiting, staffing, and leadership development; and, reporting/communications with business units and senior management. Work with the senior leadership to create a strategic procurement culture in the entire organization. Contract Management.  Created contracts reflecting the results of sourcing initiatives. Manage market and supply risks with appropriate legal terms and conditions. Manage the contract approval and exception processes. Educate end users about new contracts; track and ensure compliance with approved contracts. In collaborationwith the Legal function, develop and maintain template master service agreements and standard terms and conditions for common and/or critical contracting situations. Offshoring  Align Offshore Operations strategy with business needs by partnering with leaders to identify opportunities to leverage economies of scale, increase efficiency and produce cost savings  Lead the strategic identification of viable offshore business process outsourcing by ensuring implementation of a systematic, diagnostic approach to assess viability of change, risk associations, cost benefit analysis, organizational readiness and availability and capability of offshore operations  Initiate transformational change by utilizing subject matter expertise, individual credibility, established trust and busines s acumen to recommend and present fact based business case for offshore transitioning to senior level executives  Develop and negotiate effective Service Level Agreements (SLA) by utilizing a proactive, situational and innovative approach to ensure terms and agreements include solutions to identified concerns, assure risk mitigation and assure established metrics effectively manage and measure performance objectives  Lead consistent effective offshore outsourcing transition process by ensuring the establishment of a standardized and systematic approach, development and documentation of process maps, detailed information flow and complete project plans to ensure business continuity and achievement of objectives  Drive achievement of expected business unit results in the areas of profit and loss, operating results and overall performanc e of one or more business units by planning strategically, leading purposefully and adapting to business climate Supplier Relationship Management  Segment supply base and provide a relationship and governance surround for strategic suppliers  Ensure awareness of and alignment to business objectives and priorities with ITS plans and directions.  Collaborate with the spend owners to Identify, evaluate and select appropriate service providers (the Request for Proposal (R FP) process), technologies and services.  Collaborate and communicate with all parties such as leadership, business representatives, procurement, legal etc. during the contracting process.  Decision-making, contracting, negotiation and oversight related to strategic vendors.  Leverage governance models and related processes (financial management, service level agreements, issues and risk management, deliverables management) to ensure vendor performance fulfills business needs and satisfies obligations, commitments and responsibilities – framework based on ITIL and Six Sigma principles Supplier and Supply Risk Management  Ensure or improve the continuity of services through early warning systems and enhanced vendor information  Proactively address critical concerns by facilitating better communication and relationships with vendors  Increase control over potential disruptions in our supply chain and increase our ability to proactively mitigate risk  Minimize or eliminate unplanned reactive costs such as finding alternative vendors at short notice 4|Page