Frank Reichard

• Restructured purchasing team (10 staff) with clarified roles and accountability matrix • Negotiated supplier contracts for production materials (€20M volume, savings: 2.1%) • Developed and implemented updated category strategies and quality agreements for EMS partners • Facilitated executive alignment on procurement goals, vendor performance and compliance risks

• Led strategic and operational procurement functions (10 staff); annual savings of €2.0–3.25M • Implemented VOMI (Vendor Owned Managed Inventory) with strategic suppliers • Drove global sourcing initiatives, incl. series production relocations to Eastern Europe & Asia • Negotiated framework contracts up to €30M; implemented cost reduction and supplier consolidation programs • Introduced digital tools for spend transparency, supplier evaluation, and performance KPIs (COUPA, PLM) • Embedded ESG, LkSG an

• Supplier base for production machines optimized • Maintenance and spare parts contracts with terms of up to 5 years • Negotiated savings of 2.3% p.a. (EUR 0.345 million)of EUR15.0 million • Supplier base for industrial trucks/forklift optimized, focus on all-in-one solution model

• Held full operational responsibility for SCM, production, service, quality and IT (48 staff) • Led outsourcing of device manufacturing to OEM partner → annual savings of €130K • Oversaw successful FDA and ISO 13485 audits; integrated sustainable quality management systems • Developed cross-functional leadership routines and responsibility frameworks across operations • Built scalable structures to support international growth and cross-departmental alignment

• Led a production organization of 80 staff across planning, manufacturing and final testing • Scaled capacity by 30% through cleanroom integration and automation (dispensing robotics) • Introduced lean routines incl. Gemba walks, shopfloor meetings and daily KPI dashboards • Reorganized team structure, developed team leads and implemented accountability-driven workflows • Interfaced with quality, sales and engineering to drive NPI readiness and process stability

Consulting projects in procurement and sales for mid-sized companies with project durations of 3-6 months per engagement. • Cost reduction and category omptimization • Resolution of single-source supply challenges • Complex price negotiations with international suppliers • Interim production management for a client

• Directed company operations (up to 50 staff) with full P&L ownership (€20M revenue) • Established and managed international subsidiaries in Taiwan and South Korea • Led strategic sales of customized display technologies in automotive, medical and industrial markets • Built cross-cultural supplier networks in East Asia and secured long-term sourcing partnerships • Drove market expansion and organizational scale-up through decentralized leadership and strategic client development

Diploma thesis: Market entry into the P.R. China - Strategies & Options