Purchasing and Logistics Manager
Aquapurga Netherlands BV / Adv. and Ing. Bureau Daut Milieu BV
Total years of experience :28 years, 1 Months
over the implementation of the construction of a new fertilizer processing plant on the site of Reiling at Sterksel. For
illustration, this involves the construction of a production site of 2400 m2 with in total 9 manure processing lines with a
combined capacity of 350, 000 cubic meters per year.
created improvements in contracts. Average spend control € 400 million.
Below please find in short my working method.
1. Erection of a purchasing board:
This board consists of 3 operational directors, the purchase manager and the general manager and decides
over all actions and contracts that have a high impact on the organisation and the result of the company
2. Installation of a Program Management Office. This (temporary) function was used to manage all process
changes, contract improvement actions and required system changes.
3. Introduction of Category Management. The different characteristics of the organisation were analysed and
logically replaced by clear categories. The categories were identified in line with the existing business
models.
4. Adaption of systems to required information needs. Introduction of a spend cube through which solid financial
analysis could be made. Introduction of a contract management system and a purchasing portal.
AK Process B.V. is a EPCc contractor that specialized in World Wide Engineering- Procurement- en Construction
Contract and Maintenance Contracts in the Petrochemical market. Sales value is approximately 400 million Euro with
a purchase spend value of about 280 million Euro.
Member of the board. End responsible for the global Supply Management including Strategic Global Sourcing.
Operational budget responsibility was about € 10 million. Department consisted of about 65 employees who were
fully billable in projects and employed in Procurement, Delivery Control, Strategic Sourcing and Inspection and
Warehousing.
End responsibility for the full Procurement function and facilities management of Stork Industry Services B.V.
Stork Industry Services is active in the field of Long Term Service Contracts, Maintenance Management and
construction of new plants for the petrochemical and process industry as well as the oil & gas industry (both off-shore
and on-shore) with a turnover of approximately € 500 million. Total purchase budget +/- € 250 million.
I started in an interim function as Procurement Manager on a large offshore project of Stork commissioned by NAM. In
this function I rewrote the purchase processes and procedures. Also the dispatching procedures and processes were
revised completely at the instructions of Stork/NAM. This interim assignment within Stork took 6 months after which
the function was taken over by a permanent employee.
After this interim assignment, working from a staff position in the head office, I integrated the purchase processes and
procedures of 7 subsidiaries into one single purchasing organisation while maintaining the identity and the platform of
support within the organisation.
During this period Stork Industry Services revised and re-implemented all its business processes. Within this
framework a new ERP system (SAP) was also introduced in which I was responsible for the project management of
the purchase modules. I was also responsible for the integration of the purchase processes in the other business
processes such as Finance and Operations.
Organised and assured a purchase house and I created a purchase management team for the Strategic Unit Stork
Industry Services.
I organised the function house within procurement in a professional way by means of competency profiles and
secured these functions within the HRM system of the organisation.
I introduced and implemented cost-saving programmes via a project-based and systematic approach and set a target
for the savings to be achieved in the operating companies in the BeNeLux countries (Belgium, the Netherlands,
Luxembourg), savings worth € 3 million on an annual basis were realised and secured so that an “ongoing” saving
was realised.
Responsible for the purchase package of Stork Infratechniek B.V., a nation-wide organisation in the field of
Infrastructure activities with an international projects department. Total purchase budget € 60 million.
I reorganised the department in a professional way. I set up a purchase house and I computerised and improved
tactical and operational purchase processes and I implemented associated procedures.
I set up and implemented a supplier management system as well as a contract production and management system.
Handled a large international projects in Europe and in the Far East. The most visible among these projects is the
“Chengdu International Airport“ project in China. This project comprised the “upgrade and extension” of the
international airport of Chengdu in China. The materials were purchased all over the world and the areas of attention
were in the United States, England, Germany and Italy.
In the Netherlands the projects mainly related to traffic management, traffic signalling and tunnel building. For these
and other international projects I handled the sub-contracting and shipping activities at the project locations.
In regional operating companies I appointed purchase coordinators in order to assure the purchase process and
quality.
Reference projects:
1. Traffic signalisation Gelderland II (NL Project)
2. Circular road Eindhoven (NL Project)
3. Botlek tunnel (NL Project)
4. Benelux tunnel (NL Project)
5. Konings tunnel (NL Project)
6. Chengdu International Airport (China Project)
7. Federal rail Austria (Austrian Project)
8. Traffic authority Austria (Austrian Project
Purchase budget approximately € 40 million Responsible for the purchase of all hydraulic engineering and electrical
and installation materials and services required for the realisation of utility and industrial projects.
Responsible for purchase on the holding level. I set up a purchase department for the benefit of operational
purchasing in the operating companies.
As Contracting Officer responsible for purchase and distribution of non-tactical resources for the Woensdrecht air
force base. The department consisted of three persons including two assistant purchasers whom I supervised and for
whom I had final responsibility on a daily basis
I reported to the Director of Acquisition and Services and was responsible for the Supply & Services budget of 10
transfer terminals of the US Army in Europe. The total budget was $ 45 million.
Responsible for analysis of supply chain requirements for wheel vehicles and tracked vehicles, also responsible for
correct volumes and deployment of (wartime) spares.
