Confidential
CV
Sandy buckinx
Date of birth : 16-11-1970
Adress : Smiskensveld 31, B-1731 Relegem
Mobile : +32 475 36 14 95
E-mail : [email protected]
EDUCATION & TRAINING
Siemens management program
Vlerick Management School
2002-2003
D.E.S.S. COMEX (Int’l Commerce)
University of Lille - France
1994-1995
Master in Business, Economics
Queen’s University Belfast
Erasmus Exchange program
1992-1993
Business engineer
Economische Hogeschool Limburg
1988-1994
LANGUAGES
Dutch
French
English
Spaans
Duits
Mother tongue
Fluent speaking and good writing
Second mother tongue
Good speaking
Good speaking
PROFESSIONAL EXPERIENCE
SUPPLYPLUS
Owner & Coach
 Development of program
 Start up with 1st customer (BPost)
 Personal coaching of several internal buyers (Telenet, Bpost)
bridging people + building competence
2012
Confidential
ING
Project manager Procurement
 RFP and contracting of a strategic, core banking IT
application through global sourcing (EU and Asia)
 Defining and managing a sourcing strategy on operational,
tactical and strategic level with suppliers and internal
stakeholders up to Executive level
 Working as an integrated member of the full time evaluation /
realization team of 15 people
2010-2011
Senior IT buyer
 Several strategic, innovative IT projects as a procurement
business partner
 Project management defining business requirements
 Define sourcing strategy for each project
AXA
Change Consultant
 Development of model to support a virtual NORCEE
organization
 Getting managers aligned and work out transformation
process
 Getting buy in of procurement people all over NORCEE
region
 Preparing project for implementation
 Motivating buying team and preparing them for the change
2010
VRT
Hoofdaankoper Technologie & Innovatie
 Take off by eliminating the backlog of the department
(Tenders awaiting to be set up, orders to be processed &
blocked invoices to be cleared)
 Created processes to keep standards high
 Coaching head of department and reorganization of
department
2009-2010
Chevron Phillips Chemical Company
Cost model
 Analyses of actual business flows of special chemicals
 Creation of cost model through pro-active overview of all
possible costs, incl. filling containers, transportation, financial
costs, internal resources, customs, ...
 Warehouse tender – performed by colleagues – as part of the
implementation
2009
Recticel
Category Strategy Plan
 Category Optimization strategy & implementation
 European Tender Interim Workers – Spend Mio 30 €
2009
bridging people + building competence
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Atlas Copco
Consultancy
 Spend analyses on all the spare parts & Maturity Scan of the
purchasing organization
 Specification Management in order to reduce inflow of new
spare parts components
2009
Dexia
Procurement optimization project
 Redefine KPI’s & optimization of all purchasing templates
used
 Analyze usage of SAP within the purchasing Dept. and come
to a uniform way of working
 Prepare contract management tools used to facilitate transfer
of data to SAP
2008
Chevron Phillips
Project Cost to Serve
 Define all cost indicators for the specialty chemicals product
group
 Analyze and create cost flows going through the complete
supply chain
 Create cost model to determine the total cost of each order
from production to delivery
2008
Arcelor
Interim management
 Redefine the purchasing organization / support purchasing
manager
 Creating purchasing guidelines, rules and work instructions
 Coaching of buyers with their sourcing projects
 Give courses to all buyers in order to implement one
structured way of working
 Support the purchasing Dept. to increase the acceptance
within the operational departments
2008
Telenet
Project call centers
 Establish one single RFP, globalizing the complete volume
for Telenet
 Defining together with internal divisions the detailed technical
Scope of Work
 Analyzing the incoming offers
 Set up frame agreements + Scope of Work with the preferred
suppliers
 Support divisions to ensure a smooth implementation /
transfer to newly selected call centers
2008
bridging people + building competence
Confidential
Fujitsu Siemens Computers
Project manager
2006-2007
DHL
 Storage and replenishment of IT equipment
 Pre-staging of all equipment in Belgium & sending out all
equipment
 Organizing local engineers for installation & connecting to
local ADSL network
 Ensuring a complete and official acceptance of the site - 200
warehouses over 40 countries.
Eurocontrol
 Equipment refreshment to control flight traffic in/around
Europe (40 countries / 100 airports)
 Customizing documentation to Eurocontrol’s requirements
(shipment / following up on arrival)
 Process of security clearance to perform the installation
 Remote checks through the helpdesk, follow up of process on
site & acceptance by engineer
 HW maintenance by creating clear processes and web based
tool, used by all 40 partners
BMW
 Setting up partner mgt. for roll out & maintenance of 3600
server configuration in 180 countries.
 Creating contract, searching for partners, negotiating &
finalizing the contracts.
 Establishing of internal processes throughout the company
such as contract management, logistics, creating one uniform
tool, partner management, supplier management, …
UZG
 Enterprise Management project
 Transfer of help desk into a service desk – within IT
organization of 100 people
 Cleaning up and structuring CI’s, defining roles and
implementing, implementation of a new tool
 Defining services to offer and SLA’s related to these services
Smals (IT Company of 1500 people)
 Service Management project – Change Management
 Merger of 2 helpdesks on one common platform, define
services, roles and CI’s.
Siemens Business Services
Project manager
Landbouwkrediet:
 Roll out of IT equipment in 250 Belgian branches;
 Ensuring a minimum of time between the logistics and the
engineers’ intervention.
bridging people + building competence
2003-2006
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Ministerie van de Vlaamse Gemeenschap:
 Reallocation of 300 people for different organizations /
companies;
 Ongoing contracts for facilities needed to be closed;
 All equipment needed to receive a new destination.
Internal Projects for the Management Office:
 Standardizing and structure financial reporting between the
different entities;
 Standardizing and structure the calculations of all sales
incentives.
Siemens Belux
Project manager
2000-2003
Re-defining purchasing organizations and start implementation in
the different divisions
 Centralizing the administrative ordering process;
 Creating 80 product categories in order to be able to start
bundling;
 Introduce supplier management;
 Creating frame agreements for temporary resource resulting
in an e-tool;
 (Connecting all aggregated suppliers directly with the internal
customers).
Introducing central supplier management and evaluation for
BeLux :
 Centralizing and structuring needs of the different divisions;
 Analyzing the different possible tools;
 Create buy-in in all divisions;
 Automatic import of SAP volumes;
 Implement the tool.
Setting up competence management for all BeLux procurement
employees:
 Create objective functions in collaborations with Hay for all
the possible levels;
 Assist different divisions to evaluate their employees in an
overall equivalent manor;
 Creating a training plan / employee as well as career paths /
employee.
Siemens Luxembourg
Purchasing
 Setting up Corporate purchasing department;
 Managing the ‘SRE’ department (Siemens Real Estate);
 Buyer industrial systems and communication systems.
bridging people + building competence
1997-2000
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GIB group
Buying department
 Responsible for +/- 1000 products (dairy) and 200 Mio € net
sales/year;
 Adding and fading out references (products);
 Setting up adequate marketing actions & defining price
strategies;
 Looking for products for own brand name (quality, delivery,
margin);
 Supplier negotiations ( ≥ 2/day).
Procter & Gamble
Buyer of machinery for Europe, Asia and Africa
bridging people + building competence
1995-1997
1995