Anton Boonstra

Jansen MI was a medium-sized company (60 consultants and 25 interim managers) in the consulting world.

Focus was Benelux, target group medium to large companies. Jansen MI worked with an industry-oriented approach: capital goods, utility companies, chemicals/pharmaceuticals, and food. Initially, the strategy was strongly ICT-focused; with the industry-oriented approach, the path to more company-wide consulting was taken.

As Principal Consultant, I was co-responsible for acquisition in the food sector (indirectly responsible for 10 consultants). Furthermore, I was a project manager on larger assignments.

Assignments carried out: Philips CE/DAP (E-commerce), Bakkersland (Organizational change, software selection), Nuon (Outsourcing Infra), Teijin Twaron (Optimization planning with e.g. SAP), Cordis (Implementation Kanban)

Supply Chain Director at CSM (first at Koninklijke De Ruijter and then at RBVLeaf)

January 1997 - October 2001

Until October 2001 CSM/RBV Leaf in Oosterhout (now Cloetta)

Red Band Venco Leaf was one of the companies within the CSM confectionery division (now Cloetta) and produced and marketed confectionery (licorice, gummy bears, and chewing gum) in the Benelux countries and the German market.

At RBV-Leaf, I was responsible for the supply chain and reported to the Managing Director. Supply Chain at that time included: order intake, forecasting and planning, purchasing, and procurement. I managed 30 employees directly and another 15 indirectly. Turnover was close to €200 million, with approximately 700 employees. We produced confectionery at four locations and maintained inventory at three DCs (Netherlands, Belgium, and Germany).

Goals were capacity balancing (90% utilization), reliable forecasting (less than 20% deviations), no stock-outs, and an inventory of around 4 weeks.

Until April 1998 CSM/Koninklijke De Ruijter in Baarn (now Heinz)

At the time I worked there, KDR was one of the operating companies within the CSM Food Division, producing and trading sprinkles and syrups mainly for the Dutch market. Currently, KDR is part of Heinz.

As Supply Chain Director, I was responsible for the entire supply chain along with about 15 people. KDR's turnover was approximately €180 million, with 200 employees.

The goals were mainly capacity balancing (80%), no stock-outs, and an inventory of 3 weeks.

The plant where I worked manufactured printed circuit boards for Philips' P4000 and P9000 series. I managed purchasing, planning, and material handling (approx. 30 people). I deputized for the production manager in his absence.