Markus Wittig

Lead of the Operations Performance Management team with global responsibility. Since 2020, my team has evolved significantly due to organizational changes, reflecting trust in my leadership. These adjustments have increased my direct reports from three to seven, spread across three locations. We guide our manufacturing organization from daily shop floor serial line performance to long-term strategic financial performance, covering variable, fix costs and CAPEX.

Lead of the Operations Performance Management team with global responsibility. Since 2020, my team has evolved significantly due to organizational changes, reflecting trust in my leadership. These adjustments have increased my direct reports from three to seven, spread across three locations. We guide our manufacturing organization from daily shop floor serial line performance to long-term strategic financial performance, covering variable, fix costs and CAPEX.

Responsible for managing manufacturing-related costs within the Business Controlling department. This includes setting budget targets for variable costs at manufacturing locations, overseeing the Design-to-Cost process, and identifying cost reduction measures, including those within strategic corporate transformation programs. Analyzing plant cost structures, providing cost breakdowns (for both, internal and external transparency), Make-or-Buy analyses, calculations for footprint strategy with the BU CFO.

Conducting plant reviews and business monitoring, standardizing reporting processes including the integration of newly acquired locations, and tracking performance for continuous improvements. Special Program Manager for initiatives such as Quality First, Operational Excellence, Continental Business System, and Non-Production Material on Division level. Leading international production line transfers, QMS Process Manager for BU Operations, manufacturing footprint strategy and capacity planning.

DRIVE - Continental Automotive Graduate Program Coordinating and supporting global projects, tracking and consolidating monthly key metrics for manufacturing locations, facilitating best practice exchanges, monitoring business performance, and providing senior executive management assistance.

DRIVE - Continental Automotive Graduate Program Managing sales and acquisitions, coordinating new projects and engineering change requests, developing regional strategies for fuel supply modules and control electronics, and providing regional senior executive management assistance.

DRIVE - Continental Automotive Graduate Program Business Controlling, conducting Make-or-Buy analyses for components, steering of cost reduction initiatives, product cost calculation for customer quotations, and cost breakdowns (for both, internal and external transparency).

Regional Office for Latin America & the Caribbean MINI Brand Management, Sales and Marketing Coordination, Business Case Review and Analysis of Wholesale Partner, MINI Launch Management

“Selective Distribution System and Unauthorized Resale in the Automotive Industry: A Case Study of the BMW Group with a Focus on the markets EEA and Turkey” Examining international trade relations of Turkey, European law, specifically the Block Exemption Regulation, and associated distribution channels in the automotive industry. Addressing the unauthorized commercial resale (“grey market”) of premium cars and exploring prevention strategies.

BMW AG Regional Office for Africa, the Caribbean & Eastern Europe Business Management and Controlling, Financial Business Case Analysis, Wholesale Management, Database Development and Implementation

Travel administration office. Support; Research; Accounting; Handling of payments and monitoring of worldwide business trips for all travelling employees

Department for Automotive Convertible Roof Systems Acquisition Project with an Japanese OEM, Coordination between Commercial and Technical Aspects, Customer Communication

Betriebswirtschaftslehre, Internationales Management

Internationale Wirtschaft, Finanzmanagement, Fahrzeugtechnik