Michael Kruger
About
Michael Kruger is from Landsberg, Bavaria, Germany. Michael works in the following industries: "Industrial Machinery Manufacturing". Michael is currently Director Global Supply Planning & Procurement Management at Kärcher, located in Obersontheim, Baden-Württemberg, Germany. In Michael's previous role as a Head of Materials Management Central Europe at Hilti Group, Michael worked in Kaufering nahe München until Oct 2020. Prior to joining Hilti Group, Michael was a Head of Global Process Manager - Supply Chain Planning at Hilti and held the position of Head of Global Process Manager - Supply Chain Planning at Liechtenstein. Prior to that, Michael was a Global Process Manager SC - Buisiness Excellence & Controlling at Hilti, based in Liechtenstein from May 2006 to Apr 2008. Michael started working as Project Manager - Supplier Integration and Process Development at Daimler in Sindelfingen in Oct 2003. From Oct 2002 to Sep 2003, Michael was Trainee Programm Logistic at Daimler, based in Sindelfingen. Prior to that, Michael was a Master Thesis Project - Controlling & Business Development at BOS Automotive Products, Inc., based in Ostfildern from Apr 2002 to Aug 2002. Michael started working as Business Analyst at Porsche Consulting in Weilimdorf in Feb 2001.
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Michael Kruger's current jobs
Michael Kruger's past jobs
Responsible for the sales and operations planning in 12 countries with ~ 2 billion sales. Leading 5 team leads with 40 team members. Management alignments via regular sales forecast integration (SFI) meetings. Responsible for next day availability of 30´000 customer order positions daily and inventory value of 80 Mio CHF.
Responsible for global planning processes. Starting with forecasting in the markets and ending with production planning and demand forecasts towards suppliers. Heading a team with 6 global process managers and running a project with 30 team members.
Global management and improvement of logistic processes. Using business warehouse as base for management tools followed by global rollout.
Results: - Integrated ~ 50 suppliers in the Standard Delivery Processes of Mercedes. Integration into VMI process saved overal several 100 k€. - Run a lean project with supplier where end to end stock was reduced from 10 days to 10 hours. Project was published on the Automotive Production Newspapre with Link to Front Page. - Developped the new standard for JIT delivery with E-Kanban Tasks: - Heading lean projects with suppliers - Running and training of logistic and quality supplier audits - Managing crossfunctional supplier teams for critical part families in ramp up of new car series - Integrating suppliers into standard delivery forms - Managing task forces with suppliers
- Managed a Supplier Task Force during critical car ramp up of Maybach. Output at supplier was increased from 1 to 6 sets per day in a time of 5 weeks. - Built a Modell which calculated the impact of different dimensions on the inventory at the assembly lane. - 4 weeks fork lift driver to supply goods to the assembly lane - Supported the Mercedes Process Documentation which was built as a base to select the right ERP System.
- Made calculations to optimize production costs (e.g. cutting lengths) - Build calculation tool for product prices of new integrated injection molding company - Build a modell to simulate business impact of management decisions in an mid siced newly integrated company. E.g. what happens to capacity utilization, cash flow and liquidity in case of taking a new Product into production. Result: The cost optimizaton tools saved ~ 100 K€ and the Business Modell was used from EB to steer the newly integrated company.
Business Analyst in the area of vendor development: - Working on critical suppliers as support of senior Consultants (LIP - Lieferanten Integrations Programm von Porsche) - Owned the fact base to check timing of "Cayenne" ramp up