interim manager and supply chain and logistics specialist, aiming at operations excellence

Key achievements

  • Roll out new operational concepts in complete alignment with stakeholders and third parties
  • Central S & OP and logistics IT system for optimal coordination between Sales, Production, Planning, Logistics and Finance (Customs)
  • Stable, transparent logistics operation and control / monitoring through KPI
  • Central stock management that results in optimal availability, optimal stock levels and delivery times agreed with the customer
  • Delivery of goods on the basis of agreed delivery conditions (Incoterms), costs and delivery times
  • Guaranteeing flexibility in operations through outsourcing and other agreements with ever-fluctuating volumes in the supply chain
  • Starting modern, highly automated warehouses
  • Closure of existing operations, merging or starting new logistics operations
  • Realization of significant cost savings through continuous improvement projects (Lean, 6S etc)
  • Frequent simulations for determining optimal logistic concept (optimization of warehouses with regard to location and size (m2) and transport/distribution solutions)
  • Develop and implement customization of customer orders in logistics operation
  • Contributing to greening through re-use / return packaging, optimization of transport and distribution (carbon footprint).
  • Strengthen and use “buying power”: In / outsourcing, procurement and tender management when selecting logistics service providers
  • Ensuring compliance management (SOX, AEO)
  • Supporting HR through training, development and change management and motivating, stimulating and coaching employees and teams
  • Interim management: determining status, defining strategy and plan of approach and execution / implementation
  • Program and change management: delivery of projects on time and within budget

Change program Yamaha Motor Europe

Development and implementation of new concept

Yamaha Motor Europe NV has its headquarters in the Netherlands (Schiphol Rijk) for all activities in EU27 as well as for Turkey and Russia. In addition to sales organizations in all countries, there are  factories (France, Spain, Italy) and an R&D Centre at Schiphol Rijk. Sourcing comes from Europe, Far East and North America. Logistics Operations is responsible for supply chain management in Europe. This concerns all flows of components, finished product and parts & accessories.

The company has changed its originally decentralized supply chain and logistics organization to a centrally organized operation consisting of

  • Central procurement
  • Central inventory management
  • Customer Service & customer order allocation procedures and process, backorder processing
  • Standardized supplies of parts, accessories and finished products to European DCs
  • Warehousing Operations (receiving, picking & packing) in 6 European warehouses (Amsterdam, Lyon, Lille, Hamburg, Milan, Barcelona)
  • Component supply to factories
  • Consolidation centers in Asia and North America for inbound transport to Europe
  • Standard in / outbound transport system
  • Distribution system via parcel express services and groupage to 7,000 dealers.
  • Central customs clearance
  • IT system to support logistics operations (and customs)
  • Closure of supply chain organizations (purchasing, planning, warehouse & transport) in each country

Target of the program is a new supply chain management organization to optimize the supply chain and to ensure complete transparency within the supply chain. Purchasing and inventory are centrally managed, order allocation based on European inventory and priority rules, all warehouses and transport/distribution outsourced to logistics service providers and managed through central KPI monitoring, business reviews and transparent data exchange with service providers. Technical workshops in the distribution centres support flexibility in operations by making kits and adapting products sold to customer order. All imports and exports go through bonded warehouses and the customs clearance and declarations are handled centrally in the EU in the Netherlands by means of a license for central customs clearance (therefore also for warehouses in France, Germany, Italy and Spain).

Key elements for the program are:

  • Ensuring transparency towards stakeholders for setting objectives (HQ in Japan, factories, sales companies, existing and new logistics service providers, internally with Sales and Finance etc)
  • Achieve the planned and promised results and budget targets
  • Development of a new operation, closing down local operations and adjustments to the staff (local and central).

The program was executed in 3 phases, key changes scheduled in low season (autumn/winter period):

  • Parts (1993 – 1996)
  • Accessories (1997 – 1999)
  • Finished Products (2001 – 2005)

As Vice President Logistic Operations (2002 – 2010) I was responsible for the transition as program manager with a team of 15 specialists (project managers, engineers, warehouse managers, service team and IT).