June 2006 --- November 2014
Logistics Director : The logistic department employs about 70 labourers and 25 drivers. We stock about 12.000 SKU’s and perform about 45.000 order lines and 100.000 pieces a day. Major responsibilities : • Responsible for the warehouse, transport (partially subcontracted) and customer service • Redesign of the ordering and delivering schemes • Intermediary between the Multipharma pharmacies and another wholesaler • Project manager analyses and implementation of further automisations in order to increase productivity and throughput of the warehouse, and to reduce the number of errors (-65%). In 2008 and 2009 3 million € were invested in robots, a mini-loads, conveying systems, RF-picking, … 80% of the orderlines is full- or semi-automated orderpicked. • In 2012 the implementation of a WMS took place in order to comply with EC legislation, repace home made application by standard WMS, and further reduce errors to a level of 0,08% • In 2013 we realised 2 main projects : o new EC GDP guidelines : comply with the guidelines, updating of our procedures and manuals, and training of our staff. o Complete revision of the transport towards the point of sales : Redesign of the ordering and delivering schemes, optimising routes and truck loads, introducing new remuneration methods for the external transporters : all this lead to a reduction of 22% of external transport costs whilst maintaining the same service level • In 2014 : I started up the logistics activities linked to E-commerce, initiated and organised the Contingency Plan for the Head Quarter, and I initiated and organised a project about Best Practices about the Goods In procedures for the 270 point of sales • I was responsible for a logistics budget of 8 million €
October 2003 --- May 2006
Spar Retail, since 2002 a 100% affiliate of Colruyt (retail market leader in Belgium , is a franchiser of supermarkets with about 400 franchisees in Belgium. Spar Retail has a turn over of 1,2 billion € and employs about 800 persons. • From 01/10/2003 till 30/06/2006 • Member of the Management Team and Representative of the employer in the Work Council • Job description : • Logistics Manager Dry Food (10/2003 tot 05/2004): responsible for 180 employees, 21.000m² warehouses, 10.000 SKU’s, ... • Logistics Manager Fresh Food - Vegetables - Fruit (06/2004 tot 03/2005): responsible for 120 employees, 8.000m² cooled warehouses, supply chain & replenishment. Major achievements : - implementation of a WMS : design, implementation, training, … - yearly increase in turn over of about 20% : capacity study, design and start up of a new cooled warehouse - reengineering of the command and delivery schemes in order to level the workload over the whole day - Firm HR-policy: procedures, polyvalence, training, individual performance and fault measurement, periodic coaching sessions, - decrease of internal out of stocks with 50%, decrease of the faults in order picking with 25% • Transport Manager (04/2005 tot 06/2006): Responsible for the Dispatching Department and the management of the third party transporters: fleet of about 80 trucks, budget 62 million euro/year Major achievements: - introduction of a new remuneration system for the transporters (incl. Contract and Quality charter) - introduction of a new transport strategy : balanced transport planning over the day in order to have a balanced workload in the warehouses.
June 2001 --- September 2003
TFE is a French multinational with about 13.000 employees and a turnover of 1,25 billion euro. TFE is the European market leader in the handling (warehousing, order picking, transport (complete trucks and parcel service)) of chilled and frozen products. The headquarters for the Benelux – based near to Brussels – performs on the one hand the distribution in the Benelux of products coming from the European TFE network and on the other hand it’s distributing the products from Benelux-customers in Europe. • From 01/06/2001 till 28/03/2003 • Job description : Director of TFE Benelux : I was responsible for about 130 employees. In the past TFE Benelux had a negative image in its field, there was a considerable turnover of the personnel and it was coping with profitability problems. Due to a firm HR–policy (25% of the personnel was changed within 18 months, recruitment of bilingual employees, strong follow-up of absenteeism and traffic-accidents caused by the drivers, education, polyvalence, …), a reorganisation of the warehouse, detailed analyses of the problems, … there came stability in the company, the negative image was changed into a positive image and the profitability (2002 compared with 2001) was more than doubled.
Transport & Warehouse Manager
January 1994 --- January 1995
Attention to detailSelf-disciplineSelf-confidenceProactivityProblem solvingOrientationOrganizationOptimismEgoismEfficiencyCreative thinkingCoordinationService oriented
Master of Business Administration (M.B.A.) in Marketing & Management from University of Nebraska at Kearney in 1995
Master Science of Applied Economics in Accounting from University of Antwerp in 1994
Humaniora in from Sint Jan Berchmanscollege in 1990
Training and Certification
APICS in 1997 Training
MBA in USA in 1995 Certification
Master T.E.W. in 1994 Certification