Stefan Zangerle

> Head of Supply Chain Management EATON Aerospace Germany GmbH (Planning, Purchasing and Warehouse) > Optimization of supply chain processes (LEAN), Analysis and optimization of the storage structure > Definition and Implementation of KPIs for optimization and control as well as base for purchasing as quarterly review and for contract negotiations > Reduction of the phase in / out costs for product and generation changes and embedding SCM process in the overall process for NPI (LEAN management)

> Organizational realignment of the LED supply chain to the requirements of Chinese investors / owners > Optimization of supply chain processes (LEAN) > Implementation of supplier order acknowledgment into the LEDVANCE SAP system to improve the availability information and customer confirmations > Preparation of reports and presentations for the segment management and board of LEDVANCE

> Analysis and optimization of the storage structure,result report and derivation of recommendations > Definition and Implementation of Supplier KPIs for optimization and control as well as base for purchasing at quarterly review and for contract negotiations > Reduction of the phase in / out costs for product and generation changes by introduction of a supply chain process and embedding in the overall process for NPI (LEAN management)

> Analysis and optimization of the storage structure,result report and derivation of recommendations > Definition and Implementation of Supplier KPIs for optimization and control as well as base for purchasing at quarterly review and for contract negotiations > Reduction of the phase in / out costs for product and generation changes by introduction of a supply chain process and embedding in the overall process for NPI (LEAN management)

> Set-up and develop LED supply chain and sustainable processes to requirements of Business > Shaping and defining a global demand and capacity tool for LED Lamps > Monitoring ramp-up of new products and collaboration in the project teams (incl. master planning, e2e)

> Reorganization of CFLi Supply Chain and processes within the business unit (team leader) > Ensuring the specified stock levels, turnover and the delivery service (KPI) > Capacity coordination, adjustment and Production planning > Coordination of purchase with third-party suppliers > Integration of Supply Chain processes to a new owned factory in China

> Determination of target stocks and ranges > Ensuring the specified inventory turnover > Analyzes of sales development compared to budget figures > Refilling and bottleneck Management

> Creation and optimization of sales forecastin APO as well as technical responsibility of theplanning tools in sales > Strategic cross sourcing determination with the BU > Definition A-customer stock as well as fixingthe distribution of bottleneck types > Analyzes for basis of decision as well as thepresentation creation

> Strategic alignment Halogen supply chainwithin the business unit (team leader) > Ensuring the specified stock levelsand turnover as well as the delivery Service > Global capacity reconciliation and planning

> Determination of target stocks and ranges > Creation of production programs > Refilling and bottleneck Management

> Production and machine scheduling > Material planning and control > Inventory analysis for production material > Introduction and development weekly grid > Collaboration in projects (BCS, SAP R/3 Introduction)