Peter Trappeniers 82 connections

Coordinating the integration of the entire supply chain from purchasing of raw material through manufacturing and distribution to the customer can yield significant improvements in efficiency, productivity and, ultimately and most important, service to customers.
Organizations that understand this, and fuse corporate strategy and supply chain management to create a strategic asset become market leaders. Yet many enterprises—and otherwise sage business leaders—still fail to make this crucial connection.
Alacris exists to help both leaders and laggards bridge the gap between supply chain professionals and the boardroom.

I was responsible for a change and synergy project where Sanoma tries to centralise all operational services and departments.
The main aim is that the Supply Chain department becomes really a strategic partner within this company that helps them to achieve their ambitious goals.

Because I’m convinced that the services that Supply Chain can offer are strategic for a company such as Sanoma, I gave a client and service-oriented view to my departments:
Production,
Distribution,
Strategic Purchasing,
TQM & Bi expert,
Cost expert.

As part of the management board (3 members), I was responsible for different departments and the company common processes.

With a sales-management background, I give a client-oriented view to my actual departments:

Procurement & Supply Chain Management
o Forecasting - Budgeting
o Negotiations with international suppliers

Logistic Services: Warehouse & transport
o Budget, Strategy
o Process flow optimisation
o Sell and promote special logistic services

Information Services - ICT
o Budget, Strategy, purchase and optimisation of the process flow
o To implement and adapt SAP R3 and its processes to our local needs ( SD - WM - MM - FI/CO - APO )

Manufacturing & Planning
o Negotiations with 2 exclusive suppliers
o Process flow optimisation of external production sites

Public relations – Events - Security