References of Klaus Peters | Interim Management



GLATFELTER Gernsbach GmbH & Co. KG, Gernsbach

Director Supply Chain // Interim Manager

  • Defines CFBU Supply Chain Strategy to provide competitive advantage, in alignment with Corporate and market segment strategies
  • Implements programs and develops the organization necessary to achieve objectives for Sales and Operational Planning, Procurement, Supply Management, Production Planning, Inventory Management, Warehousing, Distribution Services, Logistics and Transportation Management
  • Defines CFBU wide Operations planning process and leads the monthly Supply Review and Executive Review meetings
  • Drives continuous cost reduction of raw materials, MRO, supplies, capital and energy
  • Responsible for Supply Chain performance efficiency, capability & capacity measurement and optimization as well as Supply Chain organization enablement & leadership
  • Procures all CFBU raw materials, MRO, supplies, capital and energy. Searches for sourcing, profit improvement and cost reduction opportunities. Develops and executes strategic sourcing projects as needed to achieve competitive input costs.
  • Drive future distribution initiatives. Develops and implements solutions using a combination of internal resources and third party logistics providers.
  • Develops and implements policies and plans for the establishment and maintenance of optimal inventory levels for raw materials, WIP, finished goods, supplies, spare parts; and directs actions to ensure that approved inventory policies and plans are met.
  • Provides leadership, develops managers, recruits capable staff and plans for succession in critical positions.
  • Maintains effective liaison with functional leaders & service providers (Finance, Operations, Sales, Marketing, etc) to ensure objectives are being achieved.

Number of employees: 68

MTU Friedrichhafen GmbH / Tognum AG, Friedrichshafen / Detroit

Director After Sales Operations & Logistics Order Management

  • Continuation of all tasks involved in Friedrichshafen and Detroit in the field of „After Sales Order Management"
  • Back-up support of the Sales Department regarding contract negotiations, bid strategies, etc.
  • Ongoing coordination and prioritisation of the main interfaces: controlling, logistics, sales, and customer service areas
  • Monitoring and ensuring of proper pricing, discounts and commission structures
  • Targeted demand management to monitor and initiate action if necessary to avoid debt
  • Monitoring, extension and establishment of arrangements for the achievement of departmental goals corresponding to the „Target"
  • Leadership of the five team leaders in Friedrichshafen and Detroit
  • Management of a directly subordinated project manager
  • Procedural and structural support and advice to the team leader as well as (sub-) project leader

Number of employees: 65


  • Rehabilitation, restructuring, cost savings
  • Reassessment and restructuring of the division
  • Supervision of the commercial area

Number of employees: 12

HUGA Hubert Gaisendrees GmbH & Co. KG

Purchasing Manager
  • Outsourcing of a complete production line due to plant closure
  • Personal and organisational restructuring of the shopping area
  • Internationalization of the supply base (global sourcing)
  • Reorganisation of business processes within the company

Number of employees: 6

GeesinkNorba BV

Profitability Improvement Project Leader
  • Formation & Management of the Profitability Improvement Team after a successful merger by Platinum Equity
  • Management of all cost-reduction programs (lean projects)
  • Development of an European strategy for the integration of sales in these projects
  • Establishment of an efficient supply chain between these regions, with particular focus on Southern Europe Sales
  • Design of communication systems for optimised matching of delivery dates of customers, including the delivery dates of suppliers
  • Securing cost advantages with framework agreements
  • Preparation and implementation of outsourcing activities

Number of employees: 7

Vokes-Air Group

Purchasing Director Europe
  • Construction of a European team after a successful merger by The Riverside Company
  • Development of an European strategy to achieve specific increases in profitability
  • Including the sale / production planning in these measures
  • Development of new products by integrating the supplier's R & D
  • Merging different IT & ERP systems
  • Management of all cost-reduction programs (Lean projects)

Number of employees: 8

CSA Germany GmbH & Co KG.

Director of Supply Chain Management Europe
  • Development of an European Supply Chain team after the acquisition of Metzeler Automotive Profile Systems including recruitment
  • Integration of the European team in the central unit with special emphasis on the Italian sites in Cirie and Battipaglia with its own sales organisations
  • Representation of European interests in developing a global strategy on raw materials (EPDM / metals)
  • Representation of the supply chain organisation at all „lean projects"
  • Adjustment of the local supply chain organisations in 13 European plants to the new central unit, with special consideration of the relevant internal processes along the entire value chain
  • Merging different IT & ERP systems (SAP & Fors)

Number of employees: 33

CompAir Drucklufttechnik GmbH

Head of Materials Management
  • Restructuring after a private equity takeover
  • Optimisation of the ordering and inventory system with focus on delivery schedule adherence
  • significant reduction of current assets with a focus on checking the delivery dates fitting to the customer (to avoid missing parts) and suppliers from the Far East
  • Optimisation of existing IT structures
  • Support of the sale to hedge planned projects on the basis of framework agreements

Number of employees: 33

Deutsche Präzisions-Ventil GmbH

Head of Supply Chain Planning & Manufacturing including indoor sales service
  • Optimisation of delivery capacity for every customer
  • Development of a global purchasing strategy to secure this objective
  • Introduction of a Europe-wide performance measurement system (Supply Chain Scorecard) to control the European organisation, using the existing IT-structures
  • Voting on the processes of the individual areas after the introduction of the new supply chain organisation, from raw material procurement, order acceptance / production planning to logistics
  • Outsourcing of the storage area (approx. 20 employees)
  • Representation of the supply chain in all cost reduction programs

Number of employees: 35


Head of International Trading & Chemicals
  • Restructuring of the area after the acquisition
  • Introduction of new product families in close coordination with the MD to expand the existing customer base
  • Develop strategies and processes for these product families including the assessment of customer relationships based on KPI's

Number of employees: 10

Moeller GmbH

  • Assist procurement in the identification of cost saving potentials (purchase benefits) after the takeover by a private equity company
  • Managing a sourcing project, with special consideration of the technical requirements in combination with business requirements as a project manager
  • Coordination of the external consulting firm

Berkenhoff GmbH

Director of Central Purchasing
  • Restructuring on behalf of a private equity firm
  • Extension of the suppliers pool in the field of non-ferrous metals and other alloys on the basis of framework agreements
  • Support of the sale and R & D for this project
  • Introduction of SAP
  • Restructuring of the supply chain, planning and optimisation of processes to reduce the working capital
  • Building a performance measurement system (KPI's) to control these processes
  • Management of various cost reduction programs (Lean)
  • Managerial leadership in building a new production site in Ningbo/China based on the technical specifications of R & D

Number of employees: 8

Huang Jing Industrial Co

  • Preparation of the market entry into Germany
  • Customer contacts, offices, recruiting, authorities

Jan Kolbe Einbaugeräte GmbH

Purchasing Manager
  • Overall responsibility for materials management
  • Developing and introducing new products to expand the customer base
  • Extension of the suppliers pool, especially in Far East & Turkey
  • Construction of an adequate material management for the realisation of economic annual growth rates of approximately 30% as well as reorganisation of suppliers scene involving the controlling with KPI's and existing ERP systems

Number of employees: 20

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