Piotr Hernik

responsibility for customer order fulfillment, carrier contract management (parcels & pallets), contract management of an 3PL, export and import activities, intralogistics, collaboration with key internal functions such as Customer Service, Sourcing, Finance and IT.

Responsibility to achieve the agreed LSM budget, managing the 3PL to ensure the performance of the DC and the contractual commitments with the LSP. Supporting the transport management to ensure the most cost effective usage of the fleet. Crisis management in the Corona time (ramping down and ramping up operations, cost reduction, flexibility and daily guidance in budgeting).

Main responsibilities – being part of the SetUp Team and supporting the Go Live of the DC, relation and operational management, project management and stabilization of the operations.

Responsible for the project planning in cooperation with the clients, for the selection of candidates, organization and settlement of all processes, as well as the internal and external communication. Responsible for the financial results of the projects, for the controlling, KPI’s and reporting.

Ensuring that the workflow runs smoothly, so that all customer wishes are met. Responsible for safety, quality, productivity, inventory accuracy and the constant improvement of processes in my area using methodologies such as Kaizen, 5S and Standard Work. Leading, training and motivating a logistics team of 60 to 100 employees.

Responsible for the fulfillment of the outsourced RDC project schedule in co-ordination with the Steering Board and supporting the 3PL service provider. Implementing all project related processes, organizing trainings for local SAP end users and responsible for the intensive care and stabilization phase after the Go Live. My main role was to be an interface with Hilti Poland, Hilti Germany and the 3PL (DB Schenker) in terms of all order process related issues.

Leading the teams of mechanics and customer service (40 employees), supporting the identification of opportunities to achieve highest productivity for the AMS repair business and supporting the phase in/phase out process at the repair service. Ramp Down of the old Repair Service without negative impact on Customers and productivity, trainings for new employees (24 mechanics and 6 administration support) and implementation of a new storage process for tools waiting for repair.

supporting the project planning phase for a new Repair Service

The key function of this role was to lead the Supply Chain, Repair Service and Customer Service teams (35 employees), budgetary responsibility and shared responsibility for the business in Ukraine. Main improvements during this time was implementation of global KPI structure, stock optimization and obsolescences reduction by implementing of the TABCD analysis, implementing of transportation costs reimbursement, implementing of a new repair policy

Responsible for the quality, quantity, costs and efficiency of the goods storage and movements, development of strong relationships with local carrier representatives, project management and implementation as needed, material master data accuracy, INP process and monthly reporting for financial department. Member of the SAP implementation core team and SAP key user in supply chain

Interaktives Marketing