Alexander Lichtenwald

Lead strategic end-to-end supply chain optimization initiatives, with focus on productivity, quality and cycle time reduction. Manage 3–4 annual cross-functional transformation workstreams, drive analysis, performance-lever identification and implementation. Accountable for EBIT-relevant cost improvements. Present executive-ready operational insights, translating shop-floor findings into strategic recommendations for C-level decision-making.

Ramp-up of a hazardous materials warehouse in accordance with 12. BImSchV, including planning, procurement, and integration of the complete intralogistics and IT infrastructure. Established an efficient organizational structure, 18 FTE, 2 Managers. Responsibility for an annual project and cost center budget of €3,2 million, including controlling, forecasting, and cost optimization. Development and implementation of customer-specific warehouse and value-added logistics processes.

End-to-end responsibility for logistics operations with a strong focus on process optimization and operational excellence. Managed and developed logistics teams of 68 FTE, 4 shift leaders and 2 lean experts, ensuring efficient workflows and optimized material flows. Designed and rolled out lean management initiatives across European satellite warehouse locations, covering analysis, project implementation and transparent communication of results.

Steering and coordinating cross‑functional and cross‑site projects to optimize logistics warehouse operations. Preparing management presentations, reports, and KPI analyses

Developed cost models to support decision-making. Planned capacities based on demand and designed efficient logistics process concepts. Conducted warehouse location analyses and identified cost‑reduction opportunities within existing businesses.

SCM & Logistics

SCM & Logistics