C U R R I C U L U M V I T A E

PERSONAL INFORMATION

Surname : Vogel First name : Johan

Date of birth : 26 July 1960 Place of birth : ’s-Hertogenbosch, The Netherlands

Company : VoCon ad Interim, Chamber of Commerce registration no. 65287576

Street : Halewijnstraat 13 Postal code : NL 6166 KJ

City : Geleen Country : The Netherlands

Phone (GSM) : + 31 (0) 6 5311 7081 E-mail : acthxh@r.postjobfree.com

PROFILE

I have been working as an independent interim manager in various settings for twenty years. My choice for interim management as a profession was a deliberate one. I am experienced, committed and passionate. I have a hands-on mentality and colleagues have found me to be a stable factor in stressful situations, "a tower of strength" as they put it. I listen carefully, analyse thoroughly, make my plans, share them, and then we go for it.

I have carried out assignments, on national and international level, in the capacity of both line and project manager, mainly in industrial- trade- and service companies. In my work, whether as line or project manager, I have focused on implementing the necessary improvements. Changing processes or organization, improving quality, reducing costs, leading to better earnings, higher customer satisfaction and greater employee involvement.

During my assignments as project manager I have learned that the success factor of a project is not only determined by the technology (e.g. an ERP-system) or by changing the processes but through effective change management. It is essential that employees really commit themselves to the new processes and system and then they will make the project to a real success.

Continuously developing my skills both through new professional experiences and training is an essential element for me in continuing to deliver highly quality services. My clients, many of them frequent users, would be happy to provide references.

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EDUCATION & TRAINING

2015 Master Class Change Management / TIAS School for Business and Society

2012 Lean Six Sigma Black Belt / PEEC

Microsoft Dynamics Certification

2012 Microsoft Certified Professional, License E394-0325

Managing Microsoft Dynamics Implementations, License D695-7632

Microsoft Dynamics AX 2012 Financials, Trade and logistics, Manufacturing

2011 PRINCE2, Foundation & Registered Practitioner, APMG-International, (P2R / NLPB 152370)

APICS Certification (American Production and Inventory Control Society)

1995 CIRM, Certified in Integrated Resources Management

1994 CPIM, Certified in Production and Inventory Management

1990 Higher Vocational Training Industrial Engineering, University of Applied Sciences, Eindhoven, The Netherlands

LANGUAGES

Dutch Native speaker

English Professional working proficiency, both oral and written

OVERVIEW PROFESSIONAL EXPERIENCE

Independent Interim Manager (VoCon BV)

2005 – present

2014 – 2015 MANAGER LOGISTICS

FrieslandCampina Industry, Nuenen, The Netherlands

2012 – 2014 PROJECT MANAGER - ERP

DylanGroup, Oud-Beijerland, tThe Netherlands

2013 – 2014 BUSINESS CONSULTANT & PROJECT MANAGER - ERP

Fri-Jado, Etten-Leur, The Netherlands

2012 PROJECT MANAGER - ERP

Roba Metals, IJsselstein, The Netherlands

2009 – 2011 AFTER SALES & SUPPLY CHAIN DIRECTOR EUROPE

3SI Security Systems, Zaventem, Belgium

2008 – 2009 SERVICE MANAGER EUROPE

3SI Security Systems, Zaventem, Belgium

2007 – 2008 PROJECT MANAGER - ROLL-OUT SECURITY SYSTEMS for ATMs (SWEDEN)

3SI Security Systems, Zaventem, Belgium

2006 – 2007 PROJECT MANAGER - ERP

G4S Value Services, Utrecht, The Netherlands

2006 SUPPLY CHAIN MANAGER

Grenco,’s-Hertogenbosch, The Netherlands

2005 MANAGER LOGISTICS

Artilat, Nijlen, Belgium

For further details on a number of the above assignments, please see page 3 & 4

1997 - 2005:

Project Manager - Roll-out security systems ATMs (the Netherlands) 3SI Security Systems, Zaventem, Belgium

Project Manager ERP - MBS Axapta, Grasso Products,’s-Hertogenbosch, The Netherlands

Project Manager ERP - MBS Axapta, Grasso Consultants,‘s-Hertogenbosch, The Netherlands

Project Manager ERP - MBS Grasso Consultants,‘s-Hertogenbosch, The Netherlands

Project Manager ERP - Reimplementation ERP-system, Revalco,‘s-Hertogenbosch, The Netherlands

Supply Chain Manager, Grasso Products,‘s-Hertogenbosch, The Netherlands

Manager logistics, Frico Cheese, Raamsdonksveer, The Netherlands

General Manager, Precision Fulfillment Services, Elsloo, The Netherlands

Manager logistics, Precision Fulfillment Services, Elsloo, The Netherlands

Consultant - Order intake and Planning, Matrix Spuitgietmatrijzen, Hapert, The Netherlands

Consultant - ITIL/SLA IT-workstations, RaboFacet, Zeist, The Netherlands

Consultant - Roll-out Chip Card Terminal, Datelnet Telecom,’s-Hertogenbosch, The Netherlands

Consultant - Sales reporting, Grasso Products,‘s-Hertogenbosch, The Netherlands

Consultant - Forecasting en Master Planning, Heras Hekwerken, Oirschot, The Netherlands

Consultant - Production planning, AMKO International, Hedel, The Netherlands

Employment

1980 – 1996

1995 – 1996 PROQUA BV

Internationally certified training in the field of logistics (CPIM, CIRM, CPDM).

Business Consultant & Trainer

1980 - 1995 GRASSO PRODUCTS BV

Machinery and equipment, compressors and components for industrial cooling

Different positions in office administration, logistics and automation

Manager Logistics and Information Systems (1991-1995)

DETAILED DESCRIPTION of INTERIM MANAGEMENT ASSIGNMENTS

(2010 - present)

(References available on request)

2014 - 2015

MANAGER LOGISTICS

Company

FRIESLANDCAMPINA INDUSTRY, Nuenen, The Netherlands (food industry)

Production of daily fresh whipped cream and cream-based products.

Assignment

Replaced the Manager logistics

Responsible for the daily management of the operational activities of purchasing, production planning and warehouse/shipping. (20 FTE)

Implementation and results

The company, is highly customer-driven (customer intimacy).

Daily management and self-participation in the logistics processes (every day was a new challenge!). The products of FrieslandCampina Industry (Nuenen) have a very short order cycle. Orders are registered daily up to 12.00, after which a production planning is made. The necessary raw materials are collected for production the next day by the early and late shifts. The night and early morning sees direct delivery of products to such customers as the baking industry.

Product volumes that are difficult to forecast and a required service level exceeding 98% make it a daily intensive and hectic logistics process.

The S&OP concept had only been introduced and certainly not yet embedded. To prepare for the transition to SAP, I concentrated on implementing several improvements, mostly within supply planning. Examples include the set-up of MRP/CRP, and providing insight into the forecasting accuracy for the supply plan.

Improvement projects in warehouse and shipping in the area of safety and Lean 5S.

Guidance provided within the department both before and after go-live SAP R/3 (ECC, OMP, and EWM).

A comprehensive change in the warehouse organization, initiated by the new SAP/EWM way of working.

2012 – 2014

PROJECT MANAGER - ERP

Company

DYLANGROUP, Oud-Beijerland, The Netherlands (trade, metal industry)

A global trading company in steel tubing products, whether or not modified, for use in the offshore and petro chemistry industry. (420 FTE)

Assignment

Implementation of MS Dynamics AX 2012R2 to replace the Oracle system (financial) and self-developed logistics systems (Cobol).

Change in operational processes and organization.

Implementation and results

Drawing up a project plan: objectives, scope, phasing, milestone planning, budget, systems to be replaced, interfaces with other projects, important dependencies on third parties, project approach and deliverables, project organization, project structure, roles and responsibilities of steering committee, project group, working groups, RACI model, office support, customer and vendor effort expectancy, risk management, risk factors, project controls, tolerances and both deviation and change procedures.

Managing and monitoring: project plan, phase transitions, deliverables sign-off procedures, communication within the project, language, timesheets, availability of the project participants, level of knowledge and learning capacity of core users, support basis for commitment and buy-in, budget control, system configuration, external and internal documents, reporting, interfaces, gap list, customization, conversion, training, authorization, hardware, software, application and database.

Synchronization and management of the organizational change process in cooperation with client.

Drawing up an SLA for after ‘go-live.

The go-live date was postponed three times due to high workloads, amount of customization and insufficient commitment of middle management.

The phase after go-live was intensified by the organizational impact of the new processes and unforeseen performance problems around AX 2012R2.

2013 - 2014

BUSINESS CONSULTANT & PROJECT MANAGER - ERP

Company

FRI-JADO, Etten-Leur, The Netherlands (equipment construction, metal industry)

Production and assembly of equipment such as display counters, freezers and hot cupboards for food services in the hotel & restaurant business (horeca) and retail trade, for example. (150 FTE)

Assignment

Implementation of MS Dynamics AX 2012R2 to replace MFG/PRO

Project Manager of ERP vendor

Implementation and results

A running project in crisis. Halfway through the project, I became involved because the development and test phase had become an uncontrolled process of customization, both functionally and in the external and internal documentation, as well as reporting.

Partial re-write of the existing project plan.

Several weeks of cleaning up and organizing led to restored progress and structure in the project, partial re-design and re-working of interfaces; customization and conversion.

Management of the remaining rescheduled stages of the project: development and test phase, and live and aftercare phases.

There was also considerable uncertainty about the introduction/design of the AX Lean Manufacturing module. Synchronization – in cooperation with client of the change process in the introduction of Lean Manufacturing.

Drawing up SLA for after go-live.

The scheduled live-date was postponed once more because (1) the key users in the end simulation did not get the ‘Go’ from the rest of the organization and (2) the data conversion turned out to be far more complex than expected. Subsequently, the system went live without too many problems.

2012

PROJECT MANAGER - ERP

Company

ROBA METALS, IJsselstein, The Netherlands (trade, metal industry)

Trading company in steel, stainless steel, aluminium and other non-ferrous semi-finished products.

Assignment

Research and Analysis Phase MS Dynamics AX2012/R2

Project Manager of ERP vendor

Implementation and results

Setting up a project plan for the analysis phase to cover objectives, scope, phasing, planning, budget, interfaces with other projects, important dependencies on third parties, project approach and deliverables, project organization, project structure, roles and responsibilities of Steering Committee, project- and working groups, RACI model, effort expectancy of customer and vendor, risk factors and -management, project controls, tolerances and deviation procedure and procedure for change.

Managing the analysis phase: the project plan, deliverables, communication within the project, timesheets, availability of the project participants, level of knowledge and learning capacity of key-users & consultants, support base, budget control and gap list.

Roba has implemented the new system ‘step by step’ (almost unique nowadays) by building temporary interfaces with the old systems, the final AX modules late in 2015.

2009 - 2011

AFTER SALES & SUPPLY CHAIN DIRECTOR EUROPE

Company

3SI SECURITY SYSTEMS, Zaventem, Belgium (electronics industry)

Production and service provider of systems for cash security (in banks, ATMs and during transport).

Assignment

Lending support to the CEO during a major reorganization.

Taking responsibility for daily management of customer service, field service, purchasing, warehouses and distribution. (42 FTE)

Implementation and results

I had managed earlier projects for 3SI in the Netherlands and Sweden, temporarily in the role of Service Manager.

A new CEO for Europe was appointed by HQ US with the mandate to prepare the company for selling (private equity); I was asked –as interim - by the CEO to assume responsibility for all supply chain and service processes after the sales process.

In addition to the daily management we succeeded in:

- downsizing the European service organization through outsourcing;

- making the customer service less dependent on specific employees;

- reducing stocks by 25% at Zaventem and in the field.

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