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Purchasing Manager

Purchasing Manager

Work Experience

Professional activity

1978 – 2003
Company Clark Material Handling, Muelheim, Germany.
An industry leader since it invented the first material handling truck in 1917, Clark has built more than one million forklifts during its 85-year history. Clark produces a full line of electric and internal combustion forklifts, narrow aisle forklifts, electric pallet jacks, stackers and electric tuggers.
Clark products are distributed through a network of over 550 dealer locations worldwide and booked sales of USD 220 million last year.

1996 – 2003
Head of Purchasing department and Internal Logistic:
Material cost are round 70 % of the cost of sales. With 67 million euro’s budget, I approved the component purchasing for a build shedule of 5500 forklifttrucks yearly.
280 major vendors worldwide, splitted up by 35 % US., 40 % Germany., 23 % EC/ none EC., 2 % Asia are under contract.
For nearly all German and other European-Community-Suppliers I contracted them especially for “Just in Time” deliveries.
To fulfill cost reduction projects on annual base or create potential for material cost reduction a global sourcing project has been introduced under my executive management.
Alltogether 27 people, 14 people strategy purchasing and expediting, 13 people internal logistic report to me and represent a very powerful team.
Since May, 1st 2003 the company is under receivership.


1992 – 1996
Accounting supervisor:
Evaluation of sales items and development of marketing figures into balance sheet and profit and loss statement for next one or two years.
Monthly, quaterly and yearly sales, cost of sales and standard margin analysis deviation against forecast or operating plan figures are part of the routine work.
Additionally responsible for the accounts payable department. Five people report to me.

1991 – 1991
Development and introduction of new EDP-system structures for accounting department.

1980 – 1990
Internal Control Co-ordinator (ICC):
The ICC reports to the Financial Director Europe directly. Review, document and evaluate the plant’s system of internal accounting controls, conclude on their adequacy, highlight any weaknesses noted, make recommendations for improvements and follow up on the resolution of problems.
Furthermore close liason between ICC and external auditors are required.


School/Professional Training

1958 – 1966 Primary school
1967 – 1970 Industrial forwarding agent
1975 – 1976 Secondary school
1976 –1978 Economy study in Duisburg
Graduate economist (Industrial Marketing


Languages German
English, excellent
Dutch, excellent

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