Nothing is as constant as change …
… let’s start moving now.
Profile
My guiding principle “nothing is as constant as change… let’s start moving now” is not only a saying. I love change, which is why I continuously accept new challenges. I understand that some people are afraid of change, but to me, it is an essential part in my life.
The same applies to the companies I work for. Some need to change because of financial difficulties, others realize early enough that they need to adapt to a changing marked or changed customer demands.
This is when I step in to assist those companies on their way by a thorough and honest, sometimes painful analysis of the situation, important talks with all the different stakeholders, followed by taking the needed actions.
My focus is on the entire supply chain, ranging from logistics (inbound/intra/outbound), warehouse, project purchasing, strategic purchasing and operational purchasing.
Benedikt Wählisch
Project extract
Every company has different problems and therefore requires an adopted solution and individual approach. My experience and industry focus is on:
- Manufacturing industries
- Energy industry / utilities
Transformation / Restructuring
A well-known medium-sized and globally leading machine and plant manufacturer sought interim support for cost reduction measures as part of its transformation programme. Following the successful completion of a make-or-buy project for metal parts, a follow-up assignment was awarded for a project in the field of electromechanics with the aim of improving existing conditions.
Transformation / strategic realignment
A leading European company in the field of Urban Air Mobility (UAM) was supported at short notice at an important time in its development as part of a vacancy bridging programme in the area of purchasing. The decisive factors were the reorganisation of the department’s personnel, the introduction of a product group structure for non-production materials and the best possible supply of materials for the construction of eVTOLs.
Transformation / strategic realignment
The SCM division of a mechanical and plant engineering company, which had recently been outsourced from production, was reorganised as part of the mandate. The hierarchies were adapted to the organisational requirements, inventories were evaluated and a strategic action plan with 70 measures for outbound/warehouse logistics and purchasing was developed.
Startup /
Scaleup
Suitable warehouse structures were set up short notice for a bicycle manufacturer with an annual growth in turnover of approx. 40 % – 50 %. In addition, the purchasing conditions were optimised and advice was given on the potential construction of a new logistics building.
Turnaround / Restructuring
A municipal utility required more efficient organisational and cost structures. For this purpose, departments were merged, processes were digitalised end-to-end, all construction services and materials were put out to tender according to VOB and a target-oriented commodity group management was implemented as well as a new warehouse was built.
Transformation / strategic realignment
A family-owned nanotechnology company needed support in stabilising the supply chain, including a concept for intralogistics and optimising purchasing conditions. At the same time, a succession plan was developed and implemented for logistics.
Transformation / strategic realignment
A family business, hidden champion and Tier 2 of the automotive manufacturers merged the purchasing organisations of three independent subsidiaries. The strategic task was then to significantly optimise purchasing conditions and reduce the number of suppliers.
Transformation / strategic realignment
A family-owned nanotechnology company needed support in stabilising the supply chain, including a concept for intralogistics and optimising purchasing conditions. At the same time, a succession plan was developed and implemented for logistics.
Transformation / strategic realignment
A family business, hidden champion and Tier 2 of the automotive manufacturers merged the purchasing organisations of three independent subsidiaries. The strategic task was then to significantly optimise purchasing conditions and reduce the number of suppliers.
Startup /
Scaleup
Suitable warehouse structures were set up short notice for a bicycle manufacturer with an annual growth in turnover of approx. 40 % – 50 %. In addition, the purchasing conditions were optimised and advice was given on the potential construction of a new logistics building.
Turnaround / Restructuring
A municipal utility required more efficient organisational and cost structures. For this purpose, departments were merged, processes were digitalised end-to-end, all construction services and materials were put out to tender according to VOB and a target-oriented commodity group management was implemented as well as a new warehouse was built.
„Benedikt Wählisch was recommended to me. The result: project execution in half of the time we had scheduled, amortisation in less than 3 month and a significant and immediate increase in EBIT margin at the Gotha site. I fully recommend Mr Wählisch and have immediately placed a follow-up order.“
– Daniel Burek –
Managing Director Bystronic Maschinenbau GmbH – Competence Center Bending„Benedikt quickly identified the relevant fields of action and tackled them consistently and sustainably. In a very short period of time, he has restructured the department he took over, leveraged synergies from the SAP Hana implementation and thereby made an important financial contribution.“
– Brita Kroslid –
Senior Advisor Deloitte / former Division Manager SWP„As an external partner, I had the pleasure of supporting Mr Wählisch and his department in a project to plan a central warehouse and logistics area. I was particularly impressed by Mr Wählisch’s ability to bring new perspectives to the project, taking the team with him to challenge and improve the status quo and face the challenges ahead. Complementing his technical skills in supply chain management, Mr Wählisch is a fantastic communicator and team player. He effortlessly communicated with team members at all levels of the hierarchy and guided them through the project.“
– Christoph Leipoldt –
Fraunhofer IPA„Benedikt set a good pace, people needed to follow. He quickly built relationships amongst the global Gergonne network and reduced purchasing expenses. Also important, his activities for IATF16949 recertification and stock optimisation.“
– Igor Klein –
General Manager Gergonne Slovensko s.r.o.
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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industrys standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.
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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industrys standard dummy text ever since the 1500s.
Lorem
Ipsumese
mehr
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industrys standard dummy text ever since the 1500s.
Lorem
Ipsumese
mehr
Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industrys standard dummy text ever since the 1500s.
Let´s get in touch
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Classic vacancy bridging at manager level for Supply Chain Management (purchasing / warehouse / logistics)
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Change management, restructuring and development of corresponding SCM organisations
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Digitalisation and optimisation of end-to-end processes
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Reshoring / Nearshoring with focus on Europe (combined with assignments in Slovakia, Czech Republic, Hungary)
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Coaching / Mentoring of existing managers
Your direct line to your sparring partner, solution generator, pragmatic implementer as an interim manager.