Dipl.-Ing. Kurt Belza

Overall responsible for all logistics activities with the Group which consists of severals distintive brands

Responsible for securing Just in Time deliveries for 4 factories, spare parts and parts for the construction sites. Continuously Improvements of the procurement process including Supplier Relationship Management, optimization of Net Working Capital as well as definition relevant Key Performance Indicators in the Supply Chain. Year spend in sourcing between 400 and 500 Mill. €. Report from approximately 30 people in four teams. Reference to COO

Responsible for the global optimisation of the end to end supply chain, consolidation of forecasts and internal delivery plans including sales pipe line evaluation, production planning on factory level, overall capacity planning and utilisation as well as inventory management of finished goods and spare parts. - reference from 4 Managers, Approx. 100 white colour FTE located in Asia, US, India and Europe - report to Group Senior Vice President, Supply Chain Planning

Established Supply Chain Teams in all factories, restructured Customer Service and Group Logistics in Head Office, established logistics hub and new Customer Service Team in Slovakia, improved S&OP and order to delivery processes incl. training of team members, negotiated new transportation agreements, chaired several Efficiency Improvement Programs (LEAN) in the production facilities. Reference from 3 Managers, Approx. 70 white colour FTE located in Germany, Slovakia, Slovenia and China. Report to CEO.

Responsible for Group Logistics Strategy, Group Logistics Budget (250 Mill. €) and Group Inventories. S&OP incl. NPI + 12 DC's worldwide, Transportation Agreements and Logistics Infrastructure Development. Report from 25 employees (direct: appr. 10 experts / supply chain managers + function report from distribution centre managers and regional logistics managers). Reference to Group Senior Vice President of Corporate Manufacturing and Supply Chain.

Procurement / Supplier Relationship Management incl. tenders, price negotiations, contracts. Warehouse and distribution including paint shop and final inspection). General improvement of the supply chain performance (Costs, Quality and Service Level). Reference to General Manager and Chairman of Board

Developing the European Logistics Strategy with core team. The pillars in the logistics strategy was based on the 4 A's (Agility, Adaptation and Alignment - as well as Availability) and later deployed in the business processes (and SAP). Second task was to start up the first outsourced warehouse within the Group for spare parts. As project manager I was involved from the beginning to the go live and responsible for the whole tender process and SOP.

Member of the regional sales management team. Responsible for the logistics functions (establishing and developing) in 15 sales companies in central and Eastern Europe. Recruiting and coaching logistics staff. Direct contact to key accounts (wholesales and OEM's). Responsible for stock levels and service level. Close interface with production and distribution centres within the group as well as with project management, engineering, service and finance.

Lean Management in practice / six sigma Yellow Belt

Business Economics, Political Economy, Statistics, Commercial Law, Organizational Behaviour

Business Management, Economics, Mechanics, Technologies, Industrial Robots, Health Safety and Environment, Electronics, Process Documentation and Development, Production Systems