Mariusz Konopko

Managing staff. Introducing new projects (19 projects in portfolio) including launch management. Follow-up kpi, taking corrective actions, assessing risks. Reporting to the plant manager and senior management of WPC.

Leading three project teams to develop new generation devices: modulators, parking systems, stand-alone valves totaling 40MEuro sales. Reporting projects status during Project Steering Committees to Busienss Unit Leaders. Motivating, controlling and managing staff (18 persons within 3 teams). Setting business objectives for the projects and performing appraisal reviews (every 6 month).

Leading cost reduction projects (suppliers portfolio representing 28MEuro) for ABS valves, executing sourcing and purchasing actions (RFQ, SORM, So-Co, tool ordering), performing total supply chain costs analysis, evaluating suppliers (fill rate monitoring, savings and price trends assessment, shortening lead-times, reviewing payment terms) and coaching, .
Coordinating and implementing CRP projects within BU ABS for Wabco plants (Poland, Germany, China, India and Brazil) in cross-functional teams including representatives from: KAM, marketing, design, quality and value stream. Savings achieved: over 200kEUR in total.

Contracts negotiations
Suppliers audit
Portfolio / spend analysis
Savings implementation
Co-ordination of procurement activities within the supply chain of Turbocare group (synergy, commonality, savings, suppliers development).

Managing all aspects of sole-trade company: financial, technical, staffing. Meeting customer's requirements, creating technical specifications of web sites, programming, settling the contracts, providing AM support.

Managing logistic processes (planning, material supply chain, systems, internal handling and shipments of finished goods)
Responding to customers' demands and monitoring suppliers performance.
Managing staff and follow up of business objectives (KPIs, turnover, delivery precision, service level).

Implementing a new logistic concept called 'The Visual Management'.

Read more on http://www.sae.org/topics/leanoct00.htm

Negotiation of Framework Agreements, LTC (savings)
Selection of suppliers' portfolio, over 20 MEUR turnover.

Cooperation with R&D in implementation of 3rd generation backhoe loader (EURO-5 engine compliant).

Participation in multinational projects (SPRINT - Integrated Production System for Volvo US / Belgium /Sweden /Poland)
Supervising material supply chain for B10TL chassis (forecasting, call-offs, delivery follow up, negotiations)
Programming applications for forecasting purposes and optimising material flow to assembly lines
Complex negotiations with suppliers located in Western and Central Europe: deliveries, implementation of transport routines, lead-times reduction, follow up of delivery precision, capital tied-up, etc.

Key user of SAP system (MM module)

Stock controlling in MRP SCALA system.
Reporting GIY, WIP, stock balances to Logistic Manager
Preparation of material specifications for EUR certificates and customs clearance.