Assignments

Admarel is a Business Unit of Alewijnse, specializing in navigation, communication, AV/IT, lighting control and security technology onboard private yachts, commercial and government vessels and for the offshore industry. 

As interim Operations Manager I was responsible for the execution of all client projects and integrating the BU into Alewijnse as part of a larger restructuring program. 

Coulisse is a fast growing company in window coverings, with worldwide activities and recognized for its design approach. It develops fast-forward collections, innovative systems and smart technology.  

As interim Project Manager I delivered and accelerated the roll-out of several large scale, international retail projects.

VBH is a global AV/IT systems integrator in the top segment of the superyacht industry. As Director Operations Jules was responsible for the execution of all client (new build) projects. Next to managing and developing a team of 10 project managers and an installation and commissioning team of 35 people, he has professionalized the organization and project execution by: 

• Implementation of Project Management tools and methods; 
• Professionalizing and standardizing the installation and commissioning processes; 
• Deploying a Project Management Office, for planning & control, reporting and support of the project managers.

Bilfinger is a 9 Bln. turnover, German multinational in Building & Industrial Services. 

Responsible for all purchasing in the Benelux. Successfully realized a breakthrough in the most strategic purchasing category. Realized purchasing objectives in other categories and streamlined the procurement department.

Vopak is the world’s largest Tank Storage company with a turnover of €1,4 Bln. 

Jules was responsible for all procurement & contracting within the Netherlands division: 

• Restructured the divisional S&P organization, from local, terminal-based procurement into a business driven category & contracting management organization; 
• Defined and implemented several breakthrough sourcing strategies and contracts, which were later adopted on a global scale; 
• Realized significant cost savings in OPEX and CAPEX projects; 
 

• Acted as business project manager for a P2P-implementation; 
• Implemented structured category management processes and governance;
 
• Responsible for the development of CAPEX contracting management capabilities for all projects above € 25mln; 
• Coached the team in their professional development.

CBI was a $3,5 Bln turnover, NYSE listed, footwear and apparel company (delisted in 2012 after takeover). 

Acted as business project manager for European SAP project, managing the European project team. Worked closely with the US based IT-department and the European business stakeholders. Managed agreed deadlines, deliverables and risks. Raised commitment and involvement of team and stakeholders. Took personal ownership in several high-level interventions, thereby saving the Go-Live date.

Thomas Cook is £7,4 Bln. turnover travel & leisure company.  

Responsible for all indirect spend during an economically difficult period. Achievements include: 

• 8% cost reduction within 9 months, of which the largest cost saving actually improved the strategic fit with the Thomas Cook market focus; 
• Defining and implementing sourcing strategies for the major categories; 

• Defining and implementing procurement guidelines and contract management.

TKACC is a business unit within the Elevators division of ThyssenKrupp and develops and produces stair lifts.  

Jules was responsible for the Procurement & Supply Chain organization. Achievements include: 

• Defined and implemented sourcing strategies for the most important categories, realizing 10% cost savings on all direct and indirect spend; 

• Selected, contracted and developed strategic suppliers, also for strategic suppliers in low cost countries (China and India); 
• Increased the individual and overall performance of the procurement department by strong coaching and people management. 
• Accelerated the implementation of supply chain processes to introduce a new stair lift into the market in time (with an initial delay of 3-6 months). 
• Defined and implemented the first phase of an integrated supply chain strategy and organization, resulting in improved customer service, and decreasing costs and lead time.  

Dekker Group is a producer of custom-made kitchen table tops. Achievements: 

• Improved the overall performance of the purchasing department by strong people management; 
• Implemented tactical and operational procurement processes; 
• Defined and implemented an integrated supply chain model, including supplier integration.

Responsible for the integrated supply chain including procurement, supply chain and operations. Achievements include: 

• Improved supplier performance in terms of cost, quality and reliability; 
• Increased sales by drastically shorten lead times and improving output; 

• Reduced cost and improved quality by outsourcing part of the production to Thailand.

Jules has supported CVG as project manager for several supply chain projects: 

• Definition of a supply chain and IT-strategy 
• Selection of ERP and APS applications  
• ERP business risk assessment for the board of directors.

Project manager for a restructuring of the procurement organization and an ERP implementation (SAP): 

• Defined and implemented the tactical and operational purchasing processes 

• Defined the new purchasing organization 
• Managed the organizational change (for the purchasing department)