Eric Rositzki

Responsible for yearly up to 50m devices, value € 6bn across 14 countries, ~ 300 FTE • Increasing efficiency by 15% through restructuring the global device organization • Realizing € 250m savings globally through establishing a new VODAFONE Supply Chain operating model • Reducing working capital by 45% while increasing availability of devices significantly • Reducing logistics costs for devices European-wide by 35%

Responsible for business process optimization and organizational development, ~ 40 FTE • Increasing cost efficiency by 10% through introducing a global matrix organization across 18 countries • Reducing OPEX costs by 10 % yoy by establishing and managing an overall planning and controlling process • Increasing productivity by utilizing Shared Service Centres and Centres of Excellence • Identifying and launching new business opportunities and revenues streams with potential of >€ 200m

Responsible for the global strategic and operational financial planning and controlling process • Developing and implementing a performance management scorecard • Establishing a transparent budget planning and cost management process

Responsible for the business process optimization, 14 FTE • Enabling product quality and supplier performance improvement • Implementing a comprehensive Supplier Relationship Management • Facilitating preparation for quarterly supplier negotiation with a volume of total € 6bn for mobile devices • Establishing procurement controlling and reporting process

Responsible for the global procurement and business improvement strategy, reporting line CPO and CFO, 20 FTE • Initiating and establishing a lead buyer concept for Global Sourcing • Developing and implementing a procurement business process within Bayer Business Services

Responsible for business process improvement programs and organizational development • Designing and implementing a central lead procurement organization across 20 sites in the NAFTA region

Responsible for the group-wide business process optimization project within procurement • Establishing a supplier management process and system (i.e. supplier evaluation, supplier improvement)

Supporting the “Global Leverage of Buying Expertise” initiative in their first global Procurement Project • Achieving 52% cost reduction in the relevant material groups (water treatment)

Production Management and Procurement