Curriculum Vitae of Candidate f 3105a
First
Name Anton
Residence Culemborg, The
Netherlands
Year of
Birth 1960
Qualifications
1979 -
1983
:
Doctoraal Bedrijfskunde (MSc/MBA-equivalent), University of Groningen
1978 -
1979
:
Propaedeuse (first year) of Economics, University of Groningen. This year was
required as a basis for the study “Bedrijfskunde”
1972 -
1978
:
VWO-B (secondary school), Winkler Prins
(Veendam)
Courses
·
Several courses on more
technical matters: Efficient Consumer Response, Business Process Reengineering,
Supply Chain Management and Activity Based Costing
·
Several courses to
improve communication skills
·
Course on Marketing
Profile
I am a turnaround-manager, a change-manager. I like to do a short and
proper analysis followed by an implementation of the proposed changes. I like
complex challenges, therefore one of my favorite sayings is: make the impossible
possible.
I am
convinced that a proper preparation is the key for success. Quality is very
important. I don’t
believe in quick dirty changes, real change is mostly tough.
I have been a long time a consultant and also a manager. I know what it
is to manage large groups of people in a direct hierarchical way but also how to
motivate people in an indirect way.
My specialization fields are Supply Chain Management, Manufacturing,
Operations and ICT. I am broad but I don’t hesitate to go deep into details if
necessary.
People mostly describe me as somebody you can trust a complex task. He is
honest, straight-forward and on-time people say.
Short
overview of my experiences
2003 –
current : Independent Interim
Manager/Consultant
2001 –
2003 :
Principal Consultant, Jansen MI
1997 –
2001 :
Supply Chain Director, CSM (Koninklijke De Ruijter and RBV
Leaf)
1987 –
1997 :
Senior Consultant, Coopers & Lybrand
1983 –
1987 :
Materials Manager, Philips
Experiences
may 2003 – current:
Independent Interim Manager/Consultant
- Projectleader (FaberHalbertsmaGroup, march 2008 - may 2008). A big
retailer in the Netherlands wanted to outsource
their reverse logistics. Therefore they organised a Tender. I assisted one of
the interested companies. Unfortunately another candidate was preferred,
therefore the project was continued
- Interim
Logistics manager within a big international cheese producing company
(FrieslandFoods, june 2007 – march 2008). I was responsible for running the
logistics department (until a successor was found) and for two special
projects (introducing a new planning system and optimizing production-batches). Target annual
savings 5 million euro.
- Interim
Operations Director within a bakery-ingredients producing company (Sonneveld,
sept 2006 – june 2008). I lead some major changes in the organisation in order
to get the organisation on a higher quality standard. I ran a reorganisation
program, a lean manufacturing program and a quality certification program.
Besides I was responsible for the daily operations (manufacturing,
engineering, supply chain management intol 100Fte)
- Project
manager restructuring the production organisation for a company which produces
energy from burning carbage (AfvalEnergieBedrijf Amsterdam, may 2006 – may
2007). Company was a public company and in a transformation process to become
a more commercial organisation. I helped to make the production-organisation
(which is the core business of this company) more effective and finally more
efficient. Basic questions to be answered were: how many people of which level
do you need? How to differentiate between operational matters and more
structural long term matters? How should the coordination been done with other
departments like automation, maintenance etc.? How to organise shifts?
- Program-manager for a tender on warehousing and transportation for a
UK-based company producing bakery-ingredients (CSM/BakeMarkUK, may 2005 – june
2006). Aim was to save £3 million on an annual basis. Both Frozen and Ambient products
(50%/50%). Also involved in a manufacturing assignment for the same company to
reach a better use of capacity (goal 80%) with lower inventory-levels (4
weeks). Focus on: outsourcing, reorganisation, ICT, contractsiseren
- Project-manager for a tender on warehouse and transportation for a big
international operating meat-company (Nutreco, feb 2005 – june 2005). Aim was
to save 1.5 million euro annually. Focus on how to reach substantial savings
- Program-manager of a Supply Chain Optimalisation program for a large
multinational biochemical-company (CSM/Purac, may 2004 – june 2005). Base data
was already installed but Forecasting, DRP, MPS and MRP didn’t work properly.
Asked to start the engine. Focus on: forecasting,
ICT
- Program-manager to combine purchase power for 8 middle-sized companies
(800 million in total), jan 2004 – march 2004). Like what multinationals already have been doing
the last 10 years by combining purchase power over the different companies,
these companies also wanted to do without leaving their independent position
in a niche market. Focus on: outsourcing, developing an organisational
structure,
contracts
- Facilitator-role to help a large energy-distributor to outsource their
infra-division (Nuon, feb 2004). Focus on: outsourcing, organisation and
implementation aspects
- Project-manager Kanban (Cordis, june 2003 – nov 2003). Responsible for
the introduction and implemenation of Kanban in a manufacturing environment
within a large pharmaceutical organisation which makes special catheters and
stents for human body purposes. This solution should fit in the existing
ICT-infrastructure, the MRP-system (BPCS/JDE) should remain as well as
Manuigistics. Focus on: content Kanban,
implementation-method
oktober 2001- may 2003: Principal Consultant, Jansen MI, Amersfoort
Jansen MI was a to Dutch
standards middle-sized consultancy-firm
(60 consultants and 25 interim-managers). Focus was on the Benelux, target group was middle sized to big
companies. Beside the
responsibility for the firm, I have been Project-leader on larger projects with
more consultants involved. I have done work for a large Bakery-organisation
(ICT/Supply Chain Management), an Electronic company (E-business) and company in
Utilities (Outsourcing).
1997 - oktober 2001: Supply Chain Director, CSM, Oosterhout and
Baarn
CSM is one of the leading companies in the Food in the
Netherlands. The total turnover
was around € 3 billion
from april 1998 until october 2001 within RBV Leaf
(Oosterhout)
Red Band Venco Leaf was
one of the companies within the Sugarconfectionary-division of CSM (is now part
of CVC-capital partners) which is manufacturing and selling sweets (for instance
gum, winegum). Within RBV-Leaf I was responsible for Supply Chain Management. In
that function I reported to the CEO.
As SCM-Director I was
responsible for: forecasting, orderentry, planning, purchasing and logistics.
Logistics was mainly outsourced. Headcount was direct 30 people and indirect an
additional 15. Salesvolume 250 million euro’s on an annual basis. Total
headcount of the company was 700. Production at four locations, stock was kept
at three DC’s in the Benelux and
Germany. During the time I worked for
RBVLeaf we took over the Leaf-company. Eventually it was a take-over and the
organisation had been fully integrated with the old RBV-organisation. My task
was to integrate the two departments.
Targets were: 90%
capacity-load, forecast-reliability of 80%, no Out Of Stocks and a stock of 4
weeks on FP and 6 weeks on RM/PM
until april 1998 within
Koninklijke De Ruijter (Baarn)
Koninklijke De Ruijter
was one of the companies within the Food-division of CSM (it’s now part of Heinz
after a take-over) which was manufacturing and selling all sorts of (mostly
chocolate based) vermicelli-products and sirups. I was responsible for the total
supply chain. The function was very similar to the function I had within
RBV-Leaf only somewhat smaller (headcount 15). Turnover KDR was around € 90
million.
As C&L-consultant I
did a Business Process Reengineerings Project first with KDR and lateron also
with RBV. Supply Chain Management came out of this project as a new department.
My main assignment was to form a real effective professional SCM-team.
Targets were: 80%
capacity load, no Out Of Stocks and a stock-level of 3 weeks on FP and 5 weeks
on RM/PM
1987 - 1997: Senior Consultant, Coopers & Lybrand, Utrecht
As a consultant I have
worked within the Manufacturing & Logistics group. The sectors I worked for
were mostly in the semi-process (Pharmaceutical companies and companies in Food
& Drink), but I did also jobs in other industries.
I have done a variety of
jobs in the field of reorganisations, interim-management and working out and
implementing organisational concepts.
As a consultant I
specialized on subjects as:-
·
Software-selection in the
field of manufacturing, logistics and finance. In a lot of jobs I have helped
implementing the software (CPC/Unilever, Petfood Services,
OPG-Pharmachemie)
·
Efficient Consumer
Response. For C&L in the Netherlands I was one of the first
who started with ECR. Together with collegues I did a lot of analytical
assignments. In the meantime Coopers & Lybrand became one of the main
advisory companies on ECR in the Netherlands (Ahold, Heineken, Johma,
Uniekaas).
·
Business Process
Reengineering. I helped a lot of firms in changing the organisation in a more
effective way. In this way I learned to know the CSM-companies Koninklijke De
Ruijter and Red Band Venco, but I did also this kind of jobs for CPC-Benelux and
Bruynzeel.
·
special assignments. I
did forecasting jobs for Unilever en KNP, a logistics assignment within Volvo
Car, purchasing contracts for The Ministery of Defense, a reorganisation project
within The Ministery of Defense.
1983 - 1987: Logistics Manager, Philips Telecommunication and Data
Systems, Apeldoorn
The firm I was working
for manufactured the printed circuits boards for the P4000 and P9000 series. I
managed the department responsible for production planning, purchasing and
material handling (total headcount 30 people).
Publications
Editor report ‘Food on
Food’
Several articles in
respond to report ‘Food over Food’
Chapter on Demand
Management in a book titled ‘quality and logistics’
Article for a management
book titled ‘demand management’
Several articles on
software-packages in CA-Techniek
Serveral times speaker on
seminars (ECR and BPR)
Languages
Dutch
:
native
English
:
good
German :
good
French
:
basic
Spanish
:
learning stage
Other relevant occupatons
For two years I lectured
on a evening school (Technical College Voorburg in the Netherlands) on
logistics and quality.
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