“We need to control our inventory, but how?”
“We’re moving our warehouse and can’t afford to mess it up.”
“Our customer service is stuck in firefighting mode.”
“We’re losing trust in the forecast, and the process doesn’t help.”
“We need someone to support implementing S&OP or IBP.”
“We have no idea what our current supply chain performance actually is or how to define it.”
“We have no visibility across planning, supply and inventory.”
“We need temporary leadership for our supply chain team.”
“Our planners must deal with too many last minute plan changes.”
“We want a real supply chain strategy — one that’s practical and linked to business.”
“We need to build structure and capability in our team.”
Assessing and redefining inventory governance
Reviewing and redesigning key planning or execution processes
Coaching and strengthening the existing team
Supporting with the implementation of IBP or ITP
Leading a tool implementation (forecast, planning, IBP, TMS).
Creating performance visibility and aligned KPIs
Untangling processes that got lost during change
Holding the interim leadership role while helping define what’s needed long term
From blurred lines to a clear path forward
Translating business strategy into shared decision frameworks for tactical and operational choices — including service levels, lead times, order models, distribution network design, segmentation, contract agreements and daily priority-setting. Clear direction and alignment across functions, with defined decision rules, roles and governance structures.
Cross-functional assessment of how supply chain processes actually run — where decisions get stuck, where ownership is unclear, and where functions work against each other. Redesigning core processes to create clarity, remove noise and strengthen alignment across planning, logistics, customer service, procurement and sales.
Understanding why inventory builds up — and why critical items are still out of stock · Defining what stock is really for, and who owns which part of it · Creating clear rules for setting targets and making decisions · Making inventory performance visible and manageable
Exposing the links between metrics like OTIF, forecast accuracy and supply reliability · Defining meaningful KPIs that reflect end-to-end performance · Building routines that drive the right conversations and decisions · Connecting performance to behaviour, ownership and alignment across functions
Master data is not a detail, but the foundation of every supply chain. Unreliable master data causes disruptions in forecasting, planning and inventory management — and determines whether reports are reliable and meaningful. I help organizations assess the quality and structure of their master data, making visible the impact and limitations of the current set-up. Together with the teams, I develop a concrete improvement proposal that the organization can implement — creating a foundation for reliable planning, clear reporting and future-oriented applications such as automation and AI.
I step into key supply chain roles when continuity is at risk — due to absence, transition or structural gaps. I bring clarity, calm and direction. Without overruling teams, I create space, support sound decision-making, and help the organisation regain focus on what matters.
Helping teams grow by working through real supply chain challenges together · Coaching the team in identifying their most relevant issues — and working through them constructively · Strengthening trust, responsibility and cooperation across functions · Creating space for honest dialogue and shared ownership
I lead supply chain projects where change, structure and cross-functional collaboration need to come together. I focus on direction, alignment and the human side of change — not on tracking tasks or updating Gantt charts. I lead supply chain projects where change, structure and cross-functional collaboration need to come together. I bring rhythm, honest conversations and momentum