1 Curriculum Vitae Dick Contactpersoon: Romy Koster - Bulo Telefoon: Lelystad
2 Naam: Dick Geboortedatum: 18 augustus 1959 Plaats: Heerhugowaard Functie: Independent Consultant Profiel I am an experienced manager, as well in the area of Project and Program Management as well as General Management. My main areas of expertise are Information Technology, Warehousing & Distribution, Supply Chain Management and Finance and I like to operate on the cutting edge of these areas and the business. I gained my experience in several different organizations and in several (international) roles in the Retail, Wholesale, Industry, Public and Utilities domain. I am direct and result driven in my approach and have the capacity to motivate and stimulate larger teams. Besides leading roles I am also experienced in Change Consultancy on strategic level. In the various functions and roles that I have met, I have had to communicate at all levels in organizations. This ranged from the workplace in distribution centers and production departments to boards of directors in large international organizations. For most jobs, the education and development of the involved departments as well as change of the involved processes used to be an integral part of the contract. It is great to achieve the desired results with an enthusiastic group of people The feedback I often get is that my humor and enthusiasm combined with my results-very appreciated. As a true believer of the principle of constant learning (and therefore improving) organizations, I am convinced that every organization must adapt constantly to their changing surroundings. It gives much satisfaction to me to accompany organizations in this process as a Manager or as Consultant. I like to trace potential improvements, come up to the senior management with a strategic improvement plan and finally implement those improvements. My most important personal skills are: - Socially skilled Manager - Resolute and decisive - Result driven - Strong communicator - Excellent feeling for figures - Strong analytical skills - Pragmatic institution - Team builder who believes that collaboration leads to success - Operate well politically sensitive situations
3 Samenvatting werkervaring 2010 heden Independent Consultant (owner) bij DJS Consultancy 2010 heden Business Development Manger bij DMS Benelux 2012 heden Project Managen Social Media Experiences Zwolle Change & Program Manager bij The Dutch Tax Authority Principal Consultant bij Capgemini Change & Program Manager bij The Dutch ax Authority Project Manager bij KPMG Meijburg Program Manager bij Jan de Rijk Logistics Interim Manager Service Selivery Management bij Nuon International Program Manager bij Canon Europe Interim Maniging Director bij Houthandel Van Dam Program Manager e-business bij Buhrmann Strategic Logistics & IT Manager bij Philips CSS Project Manager BPR Projecten bij wehkamp B..V Deputy Director bij Sanders Meubelstad Project Leader bij Wehkamp B.V. Opleidingen MBA at the Erasmus University Rotterdam (certificate 1993, except for scripture) Bcs at the Hanzehogeschool Groningen (certificate1984) High school specialization in Retail (certificate 1979) Cursussen Engagement Management Training Capgemini Paris (certificate March 2005) Prince2 Foundation Capgemini Utrecht (certificate May 2004) Certified Engagement Manager level 3 (based on work experience in 2002) CRM TopSportTraining Megagroup Amersfoort (certificate July 2001) Coaching door Capgemini Utrecht (certificate June 2001) Scope training Capgemini Utrecht (certificate December 2000) Business Case Development Capgemini Utrecht (certificate October 2000) Softwarekennis Microsoft Office, SAP, ERP system
4 Werkervaring 2010 heden Independent Consultant (Owner) Bij DJS Consultancy te Zwolle 2010 heden Business Development Manager Bij DMS Benelux ScanJour, a leading Danish supplier of Document Management Systems, wants to enter the German as well as the Benelux Market. Together with a Dutch software provider and the Danish sales department the target market was mapped and the account plan is defined and implemented. As a interim Business Development Manager I was involved with the delivery of a number of proposals and the implementation and presentation of a demo system for a leading Energy Supplier in the Nethetlands heden Project Manager Social Media Experiences Zwolle The Social Media Experience Zwolle is a large-scale event fully dedicated to making a profit with Social Media. A group of experts from the business field of the Zwolle region, including DJS Consultancy organizes the most versatile and largest Social Media Event of Northeast Netherlands. The aim is to operate. 100 entrepreneurs, professionals and employees Whether it's Social Media users are experienced or beginners, there is something for everyone to pick up SMez. The first event was held successfully on November 8, 2012, currently the preparations for an event in 2013 are in progress Change & Program Manager Bij The Dutch Tax Authority As I started my own Consultancy Organization per January 1th 2010, the Dutch Tax Authority asked me to pick up my role within Program Toeslagen 2009 again, with a focal point to the implementation of the business change in the Tax organization. In fact this was a sub-set of activities I did for this program while I worked as a Principal Consultant for Capgemini. A more detailed overview of the assignment is described below under the header Program Toeslagen 2009 in Amersfoort (June 2008 until 2010) Principal Consultant Bij Capgemini te Utrecht As Principal Consultant, I have completed a wide variety of assignments in Interim Management, Project and Program Management and Strategic Change Consultancy in various organizations and in various industries. The main assignments are described below. I often started as Strategic Change Consultant in these assignments, but in many cases the scope was enlarged to Managing the Change Program and the implementation as well.
5 Change & Program Manager bij The Dutch Tax Authority The Dutch Tax Authority (DTA) has defined a number of major Change Programs which will enable them to improve its services to the Dutch citizens. These Programs must lead to less mistakes, transparent and quick responding internet applications for the citizens and more efficient processes within the DTA. Some (parts) of these Programs are performed by external suppliers and have been considerably delayed. I accepted the assignment to restructure the Program Approach and to improve and sharpen Vendor Management. Program Toeslagen 2009 in Amersfoort (June 2008 to 2010) The main objective of this Change Program is a quicker, more efficient and careful enforcement of the Social Security Supplements Act, resulting in less mistakes, misappropriation of funds and a saving of 400 FTE. The dimensions of the Program are 22 projects with a staff of approximately 375 FTE. The DTA assigned me to improve control over the Program by creating an Integral Schedule and a solid weekly reporting cycle. This involved the alignment of almost all Program Control Procedures like Release Management, Risk & Issue Management, Configuration Management, Incident Management and Finance & Control. For this assignment a profound knowledge and wide experience with Program and Project Management to the full extent of the discipline absolutely necessary in order to persuade the DTA Project Managers and coach them on project management skills. - Reduction of project team staff (approximately 375 FTE to 250 FTE). - Renewed agreement with System Integrator (scope defined and penalty clauses). - Integral schedule with all dependencies between the 22 involved projects. - Strict budgeting and reporting cycle throughout the program. Program Invordering (September 2006 until August 2008) The main objective of this Change Program is a quicker and more solid (less mistakes) control over the entire flow of incoming as well as outgoing payments for the total Dutch Tax Authority. The dimensions of this Program are 17 Projects with a staff of about 225 FTE. I was assigned to the following roles within the Program: - Change Consultant, assigned to set-up an Integral Program Schedule (ICT-projects). - Manager Program Management Office (ICT-projects). - Manager Program Management Office (ICT, Business and Oracle Projects). In the first role I created the Integral Schedule for all ICT related projects, based on the project plans of the underlying projects and aligned with the Program Schedule from the Business. From February 2007 onwards I became Manager of the Program Management Office (ICT-projects), responsible for all Program Control Processes like Version Control, Configuration Management, Incident Management, Risk- & Issue Management, Planning, Finance & Control and support activities like Accommodation, Management Assistance, Review Control etc. In the third role I became Manager of the overall Program Management Office and integrated the mentioned processes as well as the PMO s of the three involved parties (ICT, Business and Oracle) in order to improve the overall control on the entire program. In the mean while he was responsible for the redesign and implementation of the Release Management process. In this capacity I reported to the General Manager Invordering.
6 - Successful implementation of SAP Projects and integration with MS Project. - Reduction of project team staff (approximately 270 FTE to 210 FTE). - Strict budgeting and reporting cycle throughout the program, including balanced score cards. - Implementation of a full set of program control processes and the set-up of a PMO. - Integral schedule with all dependencies between the 16 involved projects Project Manager Bij KPMG Meijburg te Amstelveen KPMG Meijburg decided to develop a new invoicing system based on Oracle Applications. The initial set-up of the project was based on an ERP implementation with limited bespoke development. During the project the nature of the project changed more and more to bespoke software development with an ERP implementation behind it. The major part of the bespoke software development was realized by an off shore development team in India. Due to these changes there was a need to change the Project Approach and the project controls. The board of Directors asked me to take over the Project Management role in order to set-up and implement an appropriate Project Management Approach with corresponding project controls. As Project Manager he was responsible for the delivery and implementation of the total system. In this capacity I reported to the Financial Director. - Successful implementation of Oracle Applications within agreed time and budget. - Development team in India (22 FTE) replaced by a team of 10 consultants on-site. - Transparant invoicing system, leading to a reduction of the duration of the invoicing process. - Increased the number of billable hours by 4 % Program Manager Bij Jan de Rijk Logistics Jan de Rijk Logistics is a fast growing Logistics Service Provider. The majority of this growth is realized by takeovers. Currently Jan de Rijk Logistics is facing a scattered ITlandscape that becomes more and more a hurdle for further growth (e.g. consolidation of financials takes about 6 weeks; no intercompany planning of truckload capacity). For this reason Jan de Rijk Logistics decided to replace all TMS, WMS, APS and Financial systems in order to create one Business Solution for the total group. I was responsible for the initial set-up of the project and managing the blueprint phase (design of the new business model) of the project. In this phase 8 workshops, involving approximately 35 senior Jan de Rijk employees were running in parallel sessions and delivered the blueprint. - Blueprint of all relevant logistic and administrative processes. - Reorganization of the warehouse and planning processes. - RFI and RFP for the selection of a new WMS, TMS, APS and Financial System. - Set-up of the project organization for the final delivery of the solution.
7 Interim Manager Service Delivery Management Bij NUON te Amsterdam In the process of liberalization of the utilities market, 60 plus energy companies (owned by local authorities) were combined into NUON NV (appr employees). The different IT departments were bundled in a separate business unit NUON ICT. The Board of Directors decided to implement the Demand-Supply Model for delivering ICT services to the business units. Key in this process is the design and implementation of Service Delivery Management department and all related (ITIL-) processes in line with the practices of the escm quality system (maturity level 3). In my role as Managing Service Delivery Manager, I was responsible for the blueprint of the Service Delivery organization and the set-up and staffing of the department (14 FTE). In this capacity I reported to the CIO and joined the ICT Management Team as an interim manager. In parallel I fulfilled the role of Project Manager escm, responsible for streamlining the existing (ITIL) processes and the alignment of the ICT-organization with its processes and procedures. - Bleuprint and implementation of the Service Delivery Department (including staffing). - RFP for outsourcing of work stations of a Business Unit. - (Re-)impletation SAP FI/CO and CRM. - Improved customer satisfaction (increased from 5.3 to 7.6). - Implemented quality system for maintenace and support departments. - Collaboration dashboards agreed with NUON Belgium and NUON Germany.
8 International Program Manager Bij Canon Europe te Amsterdam Canon Europe implemented a new business model. In headlines, this change program entailed the following: 1. Split up of the organization into separate business units, organized in product lines (amongst others Consumer Imaging and Business Solutions) and the different distribution channels. 2. The introduction and implementation of value streams and the optimization of these so called end- to-end processes. 3. Implementation of a new business model per Business Unit (Principal- Commissioner model). This entails that all independent Country Organizations (with their own P&L accountability) are transformed into Sales Organizations (Commissionaires). All generic activities like F&A, Warehousing & Distribution, Marketing and ICT are fulfilled by the Shared Service Center of Canon Europe NV (Principal). Canon Consumer Imaging was the first operational business unit. During and after the roll out all change requests with respect to the CCI system were judged by an international change team (Program Management Team). This team was responsible for: - The quality of the bussines case of the change request. - Approval of the business case. - Owner of the corresponding (mini-) projects. - Planning of release in with the change requests were implemented. - International roll-out of the Oracle Applications releases. Within this change program I was responsible for the initial set up of the PMT as well as the corresponding project organizations. After the set up I fulfilled the role of chairman of the PMT. In this capacity I reported directly to the Management Team CCI. - Implemented Change Management ( afterwards also in use by other business units) - Within 18 month the system was rolled out to 14 countries (Oracle Applications). - Successful set-up and roll-out of the Shared Service Centers. - Decreased stock levels by 40%. - Increased first time service level (delivery to customers) with 25%.
9 Interim Maniging Director Bij Houthandel Van Dam te Bunnik As Interim Director I was responsible for the entire operational management, with the initial assignment of completing the reorganization, which he had already been put in motion but had reached a standstill. Subsequently, the assignment was extended and its scope expanded to deal with the professionalization of the company processes, such as production, purchasing and sales and the setting up of a timber yard center (logistics and expertise center) for the whole group (62 timber yards). Two companies were merged, and the supply chains were completely redesigned. In this capacity I reported to the Board of Directors of the parent company, PontEecen. - Successful reorganization, including the transition to SAP (FICO, MM, HR). - Professional business based on renewed business processes. - Reduced stock levels and improved service level to customers due to a new logistic concept. - Renewed commercial processes and pricing model. - Increased profitability with over 2 million euro (on tropical timber for the PontMeijer Group) Program Manager e-business Bij Buhrmann te Amsterdam At the start of the new millennium Buhrmann N.V. had the need for a new changing e-business strategy. As program manager I was involved in the set-up and operationalization of this e- business strategy. Subsequently, I was responsible for the development of the system, the managing of all external parties and the pan-european implementation of the system at 12 subsidiaries. The change program was executed by four project teams with an average of approx. 30 employees. In this capacity I reported to the Board of Directors. - Increased revenue op paper products with 3 %, due to interfaces with back-office systems. - Reduction of order entry staff of 20% (less handling per sales order). - Fast roll out in 12 operating companies in 8 counties including interfaces to SAP. - Successful set-up and roll-out of the Shared Service Center e-business. - Resistance of operation companies against centralized solutions taken away.
10 Strategic Logistics & IT Manager Bij Philips CSS te Eindhoven In 1998 I started with Philips Communication & Security Systems as the International Logistics & IT Manager. In this position supervised four department managers and three project managers. Worldwide responsible for Logistics and Information Technology for the entire business unit. Aside from the integral policy for the duties mentioned above, I was also responsible for the following special tasks: - Restructuring of logistic operations in Europe and the USA. - Setting up of logistic operations in Asia. - The implementation of a new, Y2K-proof ERP system. - Type number reduction program (Optimizing the Bill of Material and Master Data). Budgetary responsibilities: - Flow of goods (turnover) 560 million. - Stock level (worldwide) 125 million. - Costs (IT and Logistics) 18 million. In this position I Strijks reported directly to the General Manager of the business unit. - Transition from MFG/Pro to SAP completed (FICO, MM, APS). - Cycle-time reduction from over 180 days to 40 days. - Increased first-time service level from 72% to 93%.. - Stock level reduction with approximately. 40%. - Changed attitude from production driven to demand driven. - Decreased number of SKU s from 5400 to 3500 (from a sales perspective) Project Manager BPR Projecten Bij Wehkamp B.V. te Zwolle In 1996 I was asked to manage a couple of large redesign projects at Wehkamp B.V. Wehkamp s objectives were to lower the costs levels within three years by 6.5 million by redesigning all company processes. In this role I was amongst others managing projects with approx. 40 employees responsible for the selection and implementation of a new Warehouse Management System, with an investment of over 2 million. Other responsibilities were the reorganization of the distribution centers and the reorganization of the financial departments (savings of 20 FTE). - Redesign an implementation of SAP FICO modules. - Reduction of 20 FTE in the Finance departments. - Reduction on transportation costs of ,=. - Reduction on warehousing related costs of ,=. - Reduction of stock levels with 3 % ( ,=).
11 Deputy Director Bij Sanders Meubelstad te Hattem From 1990 till 1996 Mr. Strijks worked for Sanders Meubelstad B.V. in the function of Deputy Director (with the portfolio Finance, ICT and Logistics). Beside the customary management duties I was also responsible for Financial Controlling including the reporting cycles to the holding. Under my leadership several special projects were executed: - Reduction of service costs; decreasing the amount of returned goods by 30%. - Reorganization of the head office; savings of 4.5 pers. - Transport efficiency increase; cost reduction of approx. 5% - The development and implementation of an MIS in order to effectively control the stock; this resulted in a 3% point increase in the contribution margin In 1992 the responsibility for Customer Service Department was added to my portfolio. Within the departments, I managed six direct reports (team leaders) and seven indirectly (technicians). Besides this also Market Research and the coordination of the activities of external consultancy firms were part of my responsibility Projecten Leader Bij Wehkamp B.V. te Zwolle After completing my study I started in 1984 as a technical designer with Wehkamp B.V. and has developed himself to functional designer and Information Analyst/Management Consultant. During this period Mr. Strijks has been involved in several large projects and reorganizations in logistics and finance. Special projects: - Purchase and modification of a human resources information system. - Introduction of automatic identification techniques in the warehouse, such as: - Processing of returned goods. - Direct invoicing of returned goods. - Implementation of a sorting system (unique in Europe). - Replacement of the PTT (Dutch Post Office) with a small transportation company, Selectvracht; this included coaching activities on the Selectvracht side in connection with this project. The scope of the projects varied from 200 to 1,500 man-days. Kennis van Talen Duits: Engels: Nederlands: goed in woord en geschrift. goed in woord en geschrift. moedertaal.
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