Menu
The formation of the first and largest regional trade and transformation companies in the eastern Netherlands within the plate glass branch of a leading building materials multinational.
Market conditions were particularly challenging, there was an overcapacity and retail prices were under pressure due to the arrival of German insulation glass on the Dutch market.
The results as well as the willingness to change on the part of the various branches in East Netherlands left much to be desired, to the point where it was irresponsible to continue on in the same way.
To foster close cooperation between the branches under my leadership. Successfully shape the national strategy within the region, the implementation of a new ERP system (SAP to replace the RS6000) with a change of roles and responsibilities. Deliver turnover and profitability within the frameworks of the national organisation.
I was asked for this complex and challenging assignment because of my successful past experience with the merger of branches. By opting for a well-defined segmentation in the three disciplines: Trade (supply, processing of glass), Projects (supply and installation of glass on construction sites) and Paint (supply of paint and supplies).
My vision was to use this success formula as a starting point for the formation of the larger regional market, consisting of 4 branches with approximately 130 employees and a turnover of < €30 million. The basic premise was to achieve a high level of employee satisfaction, with a great deal of personal responsibility, and to make use of the available know-how, experience, professional skills and talents of the employees in the realisation of all the plans. At the same time, to create and exploit opportunities in the market in order to consolidate and expand our leading position in a sustainable manner.
During the first year of implementation, many minor and major successes were celebrated, which significantly improved the dynamics within the region, employee satisfaction and cooperation between the branches themselves. In addition, we were the first branch within the Dutch network to successfully complete the complex implementation of the new ERP system SAP, thereby also achieving operational and financial results in line with the set targets.
In the meantime, market conditions had become tougher, with negative prospects for construction. Subsequently, the operational results of the entire Dutch network lagged behind the set targets. Then a request came from above for priority to be given to reorganising it into a more compact and efficient network with nationwide reach. Despite encouraging results, this meant that in the eastern region, a major reorganisation of personnel had to take place, including the divestment of one of the branches (sold to a local competitor) as well as the relocation of the manufacturing facilities. The further downsizing of the network in the eastern region did not go without a hitch. The initial round of layoffs, in which more than 50 employees lost their jobs, regrettably lead to insufficient profits.
As soon as the implementation of SAP began at the last branch, it was decided to make a second round of layoffs within the region whereby a further 30 or so employees lost their jobs. At the same time, the Projects department (supply and installation of glass) was placed in a central location in order to be able to handle glazing projects across the country. After these intensive years of reorganisation, I was given the opportunity to shift my horizon to another sector. I started working as general manager in order to gain further experience with industrial manufacturing processes with international marketing.
Bouwen aan slagvaardige organisaties met betrokken medewerkers.
+31 6 50 51 05 76
joris@imjoris.eu
site by Daan & Wim van opwolken.com