Georgios Marios Papadopoulos

Advising companies in the areas of S&OP and Digital Transformation by leading projects, acting as a change agent and crafting Supply Chain Planning solutions and Target Operating Models. In parallel, I contribute to the valantic E2E Planning initiative and I act as a S&OP / IBP Subject Matter Expert within existing projects.

APS Stream Leader within the transformation program for selecting the next-generation planning capabilities which will materialize the TOM. With a deep understanding of process workflows, new organizational design concept and technologies of the future, I engaged with key stakeholders to ensure alignment of technology with business needs and future-proof SC capabilities. Delivered optimized E2E planning processes and acted as a change management aged, ensuring on time delivery of the project.

Main responsible for implementation of S&OP for Key suppliers and expansion to additional production lines for in-house plants. Increased the S&OP filling process gaps, delivering CI activities and coaching old / new team members towards the same direction. Contributed in new supply chain digitalization / optimization initiatives and delivered digital and F2F training. Acted as a Lean Champion by upskilling and training colleagues towards Yellow, Green, and Black Belt Certification

Managed E2E two of the biggest plants in different continents (EU, AS) counting 17 Prod. Lines and 43 employees and deputy team leader for a team of 8 materials managers having developed two interns for their new positions (now working in Amazon and Deloitte). Main focus areas the supply chain coordination, inventory management strategies, capacity planning, performance monitoring and KPIs and CI initiative implementation.

Key responsibility of supply planning for key suppliers of the business unit in terms of daily operations, inventory control and optimization, supplier relationship management and lean upskilling. Exposure to EU & CN supply environment after a successful year with in-house production parts. In addition, had the chance to led, develop and implement a standardized SFM with lean principles across all BU Materials Management Teams

First assignment after a successful master thesis - collaboration between ETH & Hilti Group. Introduced the SCM model to the BoD for after market sales / spare parts management contributing to company’s strategic vision & goals. In addition, managed the supply planning for in-house production tools and improved inventory levels by 23%, obsolescence by 15% while maintaining service levels and OPEX stable

Topic: ‘Segmentation of the supply chain for spare parts: a case study of Hilti BU Diamond Systems’

Extended training in daily operations, reporting activities and project management tasks within the global materials management role. After a successful training for a period of 3 months, received fully responsibility of spare parts portfolio (in house and supplied parts) and outperformed all defined targets.

- Major in Information and Operation Management - Master Thesis Topic: ‘Supply chain segmentation for spare parts: A case study for Hilti Business Unit Diamond Systems’ (Grade: 5.5/6.0) - Tutor: Prof. Dr. Torbjorn Netland (Chair of Production and Operations Management)