This document provides a summary of Alain Daniel Voordecker's personal and professional details. It outlines his current role as Operations Director at Eaton Hydraulics, with responsibilities including finance, HR, supply chain, and EHS across 5 sites. It also details his past experience in planning, supply chain, and purchasing roles. His educational background includes a BCom in Management and various leadership and operations training courses. Contact details and references are also provided.

1. 35 Olivine Avenue
Randhart, Alberton, 1449
+27 72 584 5657 |
avoordecker@yahoo.com
ALAIN DANIEL VOORDECKER
PERSONAL DETAILS Date of Birth: 02 December 1980
ID Number: 8012025131084
Nationality: South African
Gender: Male
Marital Status: Married
Dependents: Three
Languages: English, Afrikaans
Telephone Number: +27 72 584 5657
PROFESSIONAL
ACHIEVEMENTS
OPERATIONS DIRECTOR
Strategic project completed focused on diversifying product range sold and enhancing
trade strategies. Additional annual sales estimated to be in excess of R50m pa
Implementation of a 3-year strategy using change management approach to entrench
lean culture in all areas of the business
Strategic supply chain projects focused on customer ABC alignment and
Implementation of ATS (Assemble to stock) models vs ATO (Assemble to order)
Route optimisation projects focused on Lead Time improvement with transit time
reduced by 70%+
Reduction in freight spend by 2% year on year through focused consolidation projects
Driving synergy projects for HR, EHS and finance functions to service 3 separate
businesses resulting in lower costs per business with improved expertise
Improved BBBEE Level through focused strategic projects
Creation of a company sharepoint site for information sharing and networking
Customer-Focused strategic projects implemented annually. Significant improvement
in areas of quality, service and delivery resulting in new business awarded
Implementation of a reward and recognition programme for staff
Put into practice personalized safety and quality campaigns to drive quality and safety
ownership in all departments and functions
Implementation of a quarterly company newsletter and monthly results paper
Restructure of SCM department to ensure enhanced customer focus and cross-
functional alignment
Strategic project focused on people development to improve succession planning
Successful company relocation completed in Mar 2015 with reduced costs and
improved, optimized layout (Project Lead)
Employee Engagement score improved by 9% to highest in region for 2015
Nominated as a mentor in the 2016 global mentoring program
Average Cost savings in excess of R2m pa achieved consistently
Successful ERP system upgrade completed in Oct 2012 (Project Lead)

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Key organizational metrics consistently achieved
SUPPLY CHAIN
Project achieved in terms of salvaging old stock in excess of R400K
Implementation of a cross-dock initiative with UTi. Savings achieved in the region of
R500K p.a.
Consolidation of key supplier shipments ex Europe resulting in savings of R250k+ p.a.
Optimal weight breaks determined for key suppliers and certain key lines changed to
airfreight resulting in LT improvement of 75%+
Record high for the division of 98% OTIF deliveries to customers achieved
Record global Toyota audit score of 97% achieved for the division
Consistent high scores and praise for BMW audits
Analysis and reduction of overtime. Savings in excess of R200K on overtime in 2008
Purchasing report designed with the aid of SAP consultants to track all material
purchases and give historical data as well as KP figure comparisons.
Introduced a working system for waste rework
Implemented 5S quality standards within the plant
Implemented a working model for raw material consignment stocks
PLANNING
Clearance of more than R 4 million worth of redundant stock
Implementation of a supply chain project focused on the improvement of stockholding
as well as optimisation of supplier lead times for deliveries into the DC
Establishment of an ordering grid per department and supplier as part of the supply
chain project to assist in the consolidation of orders
SKILLS Computer Literate with extensive software proficiency over a variety
of platforms including:
Microsoft Excel
Microsoft Powerpoint
Microsoft Word
Microsoft Onenote
Microsoft Outlook
Sharepoint
SAP
MFGPro
Oracle Financials
Qlikview
Syspro

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Critical Thinker with research skills proven through experience in:
Conflict Resolution
Project Management
Lean Transformation
Change Management
Exceptional Leadership skills developed through work experience in:
Future Leaders Zone EMEA Project
Regional Mentoring program
Communications Committee
Leading Organizational change focused on lean
transformation
Very adaptable team player and leader who flourishes in fast-paced
and changing environments based on previous experience in:
Organizational Transformation to optimize costs
Finding synergies for functional departments to service 3
different businesses as part of a campus project
Managing finance department and handling restructure of
the same
Reducing operational complexity and costs by closing non-
critical satellite sites and channeling revenue through
strategic channel partners
Tremendous interpersonal skills proven through work experience in:
Being selected as a mentor for global mentoring program
Developing a culture of teamwork and recognition during
lean transformation journey
EMEA’s communications team
Future Leaders Zone project with core team focused on
establishing an internal and external communications
strategy for EMEA region
Establishing an internal communications plan for local
company using mediums such as newsletters, results
newspapers, sharepoint site, visual boards, all employee and
round-table meetings

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WORK HISTORY BUSINESS OPERATIONS DIRECTOR, EATON HYDRAULICS (PTY) LTD, WADEVILLE
Jan 2012 to Current
Responsible for the Finance, Human resources, Supply chain, Opex, Warehousing,
Workshop, Quality, and EHS departments across 5 sites
Total of 5 direct reports and 77 indirect reports
Annual strategic planning, goal setting and management of the organization
Roll out of strategic communications plans for key customers
Detailed monthly financial and operational analysis
Driving and maintaining a safety culture with a focus on zero incidents
Driving a quality and customer-focused culture
Maintain and improve ROS through annual strategic initiatives and projects
Implementation of cost saving and lean projects in excess of R2m pa
Roll-out of a CI plan to drive CI culture through all levels of the organization
Ensuring staff motivated and rewarded through implementation of programs focused
on employee engagement and manager effectiveness
Ensure efficient lines of communication in all areas of the business for alignment on
business ideas and understanding of key requirements
Adherence to internal and external (ISO 9001) quality standards
Legal, Financial (SOX) and Ethical compliance responsibility
Setting of Operations and sales targets for all sites in S.A.
Establishing Capex needs on an annual basis
Strong business acumen and problem-solving abilities
PLANNING MANAGER - ENTERTAINMENT DIVISION, INCREDIBLE CONNECTION, RIVONIA
Dec 2010 to Dec 2011
Responsible for the planning and ordering of stocks for 60 stores nationwide
Optimize inventory levels to the specified value, DFC and stock turn targets
Responsible for setting and ensuring sales and GP budgets are met every month
Ensuring OTIF Service levels in excess of 95% are met
Reduction of redundant stocks through clearance and marketing-related activities
Formulation and implementation of a new strategy and vision for the department
Continually informed of latest developments with regards to market conditions
SUPPLY CHAIN MANAGER, HENKEL SOUTH AFRICA, ALRODE
Jun 2005 to May 2010
Responsible for managing 3 plants as well as procurement, production planning and
supply chain departments
Ensuring employees are multi-skilled, motivated and empowered
Monthly reporting on KPIs’ including Sales and production Forecast accuracy, Inventory
levels, OTIF deliveries, Production Volumes, Unit Costs
Responsibility for annual plant and supply chain budget in excess of R16m
Involvement in audits from Automotive customers such as BMW and Toyota
Adherence to SHEQ and 5S standards as well as compliance to OHS Act
Regular analysis of customer complaints and non-conformances
Regular monitoring of TPM standards and overall process adherence to ensure optimal
outputs
Training and responsibility matrix implemented for all staff members
Responsible for UTi team on site and tracking of key KPIs’ as per agreed SLA
Proficient in the use of SAP and in particular the MM module. Regarded as Super User

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ON-SITE REPRESENTATIVE, UTI, ALRODE
Feb 2004 to Jun 2005
Site-operator based at the premises of Henkel South Africa (Pty) Ltd
My primary responsibilities were to co-ordinate Henkel’s imports and ensure all orders
were delivered in the most timely and cost-effective manner
Organisation of Henkel’s entire supply chain
This included liaising with suppliers on expected delivery times of orders and
overseeing both the forwarding and clearing aspects of imports to ensure cargo was
delivered as soon as possible at a competitive rate
Negotiating competitive air and sea freight rates for Henkel with the various origin
offices was another one of my responsibilities
One of the more important aspects of my job at Henkel was establishing relations with
their suppliers as well as UTi’s global offices
BUYER, ZEST ELECTRIC MOTORS, LINBRO BUSINESS PARK
Jul 1999 to Jan 2004
Commenced as a Buying/Shipping Clerk at Zest Electric Motors
Given the responsibility of co-ordinating all imports from Zest’s primary suppliers in
Brazil averaging around 30 containers a month
Purchasing responsibilities included the determination of stock requirements,
placement of the original order, continuous follow up on ex-factory delivery dates,
checking of costs on all items, liaising with suppliers on expected shipping times of
orders and expediting
I interviewed and employed a store man to manage the spares store. He reported
directly to me
Optimising inventory levels in both the spares store and bonded warehouse
Shortly thereafter I was entrusted with taking over all the companies export sales
I am computer literate and proficient in the use of Impact Encore Client/Syspro and
Microsoft Office

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EDUCATION BCOM MANAGEMENT, UNISA, 2006
Six distinctions obtained overall, final year subjects included Purchasing management, Supply
Chain management, Strategic management, Global Business environments, Product
management and Industrial Psychology
ACHIEVING PERFORMANCE EXCELLENCE, EATON UNIVERSITY, 2012
Course focused on maximizing the potential of staff while maintaining the correct leadership
style
FUTURE LEADERS ZONE TRAINING, EATON UNIVERSITY, ITALY, 2014
Involvement in a regional cross-functional project over a period of 4 months related to
establishing formal internal and external communication plans for a key organizational area in
terms of innovation. Praise received from all stakeholders for the way forward proposed and
idea rolled out to rest of EMEA.
M-POWER LEADERSHIP TRAINING, EATON UNIVERSITY, 2014
Leadership course focused on the fundamental elements of Building Organizational Capability,
Demonstrating Leadership style, Getting Results and Thinking and acting strategically
PLANT MANAGERS TRAINING, EATON UNIVERSITY, POLAND, 2015
Intensive one-week course with as focus on projects, finance, leadership, supply chain, safety
and overall strategic planning and alignment
FINANCE FOR NON-FINANCE MANAGERS, EATON UNIVERSITY, 2015
Course providing detailed calculations and high-level understanding of both downstream and
upstream financial impactors
REFERENCES JANUSZ WOLSKI
Operations Director, Eaton
+41 79 563 89 34
PHILIP RAYNER
General manager, Bostik
+27 71 774 8574