Marcel Melzer has more than ten years’ experience in developing and managing supply chain and production organisations in international industrial environments. As an interim manager, he supports companies with greenfield projects and the ramp-up of new sites, during transformation and restructuring phases, and in establishing operational excellence structures.

He is experienced in working at the interface between operations, IT and external service providers – where specialist departments, systems and partners converge and no single person can make decisions alone. His working style is direct, structured and results-oriented: clear lines of responsibility, honest project updates even when they are uncomfortable, and handover processes that underpin day-to-day operations. He prefers to work in environments with numerous interfaces, multiple sites and a fast pace.

Interim Management: Supply Chain, Operations & Transformation

• Greenfield projects and the ramp-up of supply chain and production organisations in an international context
• Experience in aerospace, industrial manufacturing, FMCG and logistics
• Combining operational expertise with programme and transformation management
• Leading cross-functional and multinational teams
• Confident at the interface between business units, IT and the system landscape

Key areas of responsibility

• New sites from planning through to stable, routine operations – including recruitment, process design and training
• Design and optimisation of production planning, material flow and logistics networks
• Establishment and management of operational excellence organisations
• Design and implementation of master data management and governance structures within established system landscapes
• Management of cross-functional programmes, including reporting, escalation and stakeholder management
• Handover and embedding within the line organisation

Projects, including

• Establishment and ramp-up of two engine MRO sites in Eastern and South-Eastern Europe, involving an organisation of several hundred employees
• Head of Operational Excellence at a global consumer goods manufacturer
• Transformation programme at an FMCG nutrition company with turnover in excess of 1 billion euros
• Mechanical engineering projects for pharmaceutical production sites in accordance with GxP requirements
• Risk management as part of a global SAP transformation at a European chemicals group
• Programme management in the field of electrical installation for a European wide-body aircraft