Freelance Consultant - Supply Chain and Business Transformations
Lweti · Dec 2025 – Present
End‑to‑End Supply Chain & Transformation Leader with cross‑industry experience in semiconductor, pharma, logistics and manufacturing. I have led global teams of 100+, managed procurement budgets up to €3B, and delivered multi‑region programs across 70–90 legal entities. • E2E Supply Chain Leadership — planning, materials, logistics, fulfilment, inventory, network design, risk • Transformation & Global Deployments — operating models, process optimisation, organisational design, SAP S/4 rollouts, harmonisation, governance • Program & Stakeholder Leadership — complex programs, cross‑functional delivery, decision governance, executive communication, capability development I stabilise operations, drive clarity and alignment, and deliver measurable impact — even in high‑pressure, short‑cycle assignments. My work sits at the intersection of strategy, operations and technology, ensuring that transformation, governance and change leadership land with precision and business ownership. --> Open to interim, freelance and full‑time roles across the EU.
- Berlin
- Open to Bangalore · London · New York
- On-site
Skills
Claimed
Team LeadershipPlain-Language SimplificationCorporate Environment AcumenAdaptabilityStrategic PlanningGoal AchievementProblem DecompositionSelf-Directed LearningCapital ManagementAsset ManagementReuse StrategiesProject Tracking
Proof of Experience
Global Supply Chain Program Manager_Materials and Equipment (Tool Install)
Intel Corporation · Jul 2024 – Nov 2025
- Scope: Global procurement process excellence for materials and equipment across Intel’s capital projects in the USA, Malaysia, Israel, and Ireland; supporting a multi-billion-dollar M&E portfolio and over 1,000 SKUs
- • Delivered a sustained 15%+ improvement in on-time delivery across OFCI (Owner-Furnished Contractor-Installed) and CFCI (Contractor-Furnished Contractor-Installed) categories by implementing integrated planning tools, cross-functional coordination forums, and weekly performance tracking; achievement recognized with the Intel Team Excellence Award.
- • Enabled estimated cost savings of US$100–400 million and a 5–10% improvement in materials-related working capital by developing Minimum Value Propositions (MVPs) that scaled reuse of high-value components — reducing new purchases, minimizing excess inventory, and accelerating project readiness in alignment with Intel’s Smart Capital strategy.
- • Streamlined contractor coordination across OFCI and CFCI workstreams by integrating KPIs, process controls, and governance cadence into a unified framework — fostering greater collaboration, accountability, and delivery efficiency.
- • Architected the operational scope for Intel’s transition to a 4PL materials-management model, establishing global standards for efficiency, cost transparency, and supplier accountability across capital-project supply chains.
- • Designed and deployed the Intel Foundry Playbook, a strategic framework that assured division-wide process alignment, governance discipline, and execution readiness in support of Intel’s Foundry objectives.
- • Co-led the creation of Intel’s Global Competency Framework for Construction Supply Chain Managers, establishing a structured foundation for capability development, role clarity, and professional growth across global capital project teams.
Construction Materials & Equipment Supply Chain Manager Magdeburg (Germany) & Miekinia (Poland)
Intel Corporation · Aug 2022 – Jun 2024
- Responsible for the end-to-end materials and equipment supply chain strategy for Intel’s planned large-scale greenfield semiconductor construction projects in Germany and Poland; with Material &Equipment budget of over USD 3Billion
- • Assured maximum leverage of EU supply sources and optimal landed-cost performance across long-lead infrastructure systems by building the planning foundation for Intel’s end-to-end supply chain — integrating sourcing, logistics, and materials frameworks in line with EU CSDDD principles.
- • Accelerated integration, clarified accountability, and strengthened alignment for new supply-chain managers by developing a comprehensive onboarding playbook outlining end-to-end role interfaces with Finance, Design, and Scheduling.
- • Strengthened global collaboration and best-practice adoption by launching an expert forum that aligned standards, exchanged insights, and drove continuous improvement across Intel’s supply-chain organization.
EMEA Supply Chain Materials Leader
Parker Hannifin · Apr 2021 – Jun 2022
- Scope: Optimization of inventory strategy and deployment of advanced planning tools across all EMEA manufacturing sites within a ~US$20 billion global industrial company operating across multiple market divisions
- • Improved Master Production Scheduling (MPS) performance by aligning IT systems and divisional supply chain teams, resulting in stronger schedule adherence, enhanced production stability, and improved demand synchronization across regional plants.
- • Designed and implemented a regional inventory strategy and planning framework based on Parker Hannifin’s global benchmark (~75 days supply on hand), balancing stock levels and optimizing working-capital utilization.
- • Streamlined material flow and replenishment cycles as EMEA EPFEP (Every Part, Every Process, Every Person) Champion, boosting operational efficiency and ensuring on-time material availability across manufacturing sites.
Industrial Rollout Project Manager/Deployment Lead
Merck KGaA, Darmstadt, Germany · May 2017 – Oct 2020
- Led the industrial deployment of Merck’s global SAP S/4HANA transformation across the Life Science division, covering ~70–90 legal entities worldwide, and an global ERP program budget of approx. €150–250M.
- • Reduced deployment lead time from 18 months to ~7 months (~60%), accelerating market readiness and reducing program overhead.
- • Achieved €400–800k annual cost avoidance by reducing reliance on McKinsey and Accenture through standardized frameworks, accelerated cycles, and bundled activities.
- • Built and institutionalized a global rollout methodology (organization, governance, readiness, checklists, playbooks) enabling consistent execution across all markets.
- • Strengthened business ownership and operational alignment by integrating IT, business, and project processes into a unified deployment model.
Supply Chain Business Improvement Manager (Fixed Term Contract)
Airbus Group · Apr 2016 – Dec 2016
- Scope: Digital supply chain improvement initiative within Airbus Group (~US$67 billion annual revenue), focused on enhancing supplier collaboration, procurement responsiveness, and operational visibility across European sourcing operations
- • Delivered proof-of-concept deployment for the POEMA (Purchase Order Email Access) solution for low-volume suppliers, streamlining purchase order processing, supplier onboarding, and transactional efficiency
- • Reduced purchase-order turnaround times by seven days, unlocking an estimated US$2–3 million in annual working capital and productivity gains through improved supply responsiveness, cycle-time reduction, and supplier engagement
Global Deployment Specialist (Fixed term contract)
Boehringer Ingelheim · Jul 2013 – Sep 2014
- Scope: Global business deployment lead for SAP R/3 Materials Management (MM) module at Boehringer Ingelheim (~US$20 billion revenue; operations in 130+ countries across Human Pharma, Animal Health, and Biopharmaceutical Contract Manufacturing)
- • Delivered seamless ERP adoption and business continuity by leading Fit-to-Standard workshops, aligning stakeholders, and driving change management activities — including training, testing, and user acceptance — resulting in smoother system integration and stronger operational readiness.
Senior Expert - Supply Chain Audit
Deutsche Post-DHL · May 2011 – Dec 2012
- Scope: Global Supply Chain Operations across 50+ countries | Division Revenue: ~US$70 billion Leadership: Technical oversight of senior auditors in Asia, EMEA, and the USA
- • Strengthened global supply chain resilience and enterprise-wide risk visibility by leading DHL’s international risk assessment and audit strategy.
- Designed standardized frameworks and tools that enhanced supplier accountability and operational reliability across regions.
- • Elevated governance, compliance, and business continuity across global operations by designing and deploying multiple supply chain audit toolkits.
- These included frameworks aligned with ISO 28000 (Supply Chain Security) and ISO 22301 (Business Continuity), two of which were showcased as best practices at DHL’s 2012 Annual Auditors Conference.
Logistics Project Manager (Fixed term contract)
Shell · Jan 2009 – Dec 2009
- Scope: Strategic supply chain transformation initiative at Shell’s largest European lubricants production site — the Hamburg Grasbrook Plant, responsible for over 40% of Shell’s regional lubricants output (~US$5–6 billion annual revenue)
- • Led logistics outsourcing and warehouse decoupling to a third-party provider (Süderelbe Logistik), redesigning material flows and implementing service-level frameworks and KPIs.
- • Improved end-to-end supply chain visibility and operational efficiency, delivering annual savings of ~US$3–5 million through enhanced cost control and fulfillment optimization.
East Africa Supply Chain Manager, Nairobi, Kenya
Shell · Jan 2003 – Jun 2006
- Scope: Regional Supply Chain Leadership across two lubricant production sites, managing a team of nine direct reports and a procurement budget of ~US$4 million.
- Oversaw end-to-end supply chain operations including demand forecasting, raw material and finished product procurement, production planning, inventory management, transportation (via SLA), transfer pricing governance, and export strategy.
- • Tripled export revenue by optimizing transfer pricing and renegotiating SLAs, unlocking ~$3 million in new regional business
- • Led strategic sourcing initiatives, consolidating the supplier base and securing alternative base-oil sourcing arrangements.
- Delivered ~US$2 million in annual savings while improving supply reliability and margin performance.
- • Optimized inbound logistics and lubricant supply planning across nine East African markets, enhancing cost efficiency, inventory accuracy, and service reliability.
- • Recipient of Shell’s Silver Olympian Award for outstanding leadership and contribution to regional business growth.
- • Recipient of Shell’s Global Team Leadership Award for successful obsolete stock reduction initiatives
Multiple Supply Chain roles covering Inbound and Outbound Logistics for the lubricants business
Company or organization Shell · Mar 1998 – Dec 2002
- Multiple Roles:
- • Lubricants Supply Chain Coordinator,
- • Lubricants Stock Custodian
- • Production/Data Analyst (Cutover support for MOTAS LOPAS- JDE Edwards transition)
Proof-of-Work
No completed sessions yet. Anything May finishes shows up here with the evidence behind it.
Proof of Education
Executive Diploma, Organisational Leadership
Saïd Business School, University of Oxford · 2019 — 2020
Master of Engineering in Logistics and Supply Chain Management
MIT-Zaragoza Logistics Program
Bachelor of Arts (B.A.), Government and Public Administration
Moi University
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