Profile Adalbert Ney

1. ProfileAdalbert Ney NEYCONSULT

2. Consulting Profile: Sucessfull track story since 2003 in the areas of procurement and supply chain management. Professional Profile Logistics officer Head of purchasing and Supply Chain by several german mid size companies ( sales 60-100 Mio €) Supply Chain Manager of Swedisch,British and American companies ( sales 80- 200 Mio €) Education Masters degree in economics and law Industries Machine Tool Microprozessor Electronical Automotive Adalbert Ney Dipl.-Betriebswirt Purchasing and Supply Chain Management In der Tränk 36 D-63075 Offenbach Phone: +49-69-977 69 260 Cell: 0171/93 79 287 Mail: neyconsult@web.de NEYCONSULT

3. DVS Group 2003-2010 Targets: Improve purchasing performance min.by 8% Analysing saving potential for 10 legal companies Implementation of cost cutting Verfication and alignment of measures Lower main stock Higher performance Improved service level Enhanced cash flow Standardization of main parts Increased parts availability ERP System PSI PENTA Potential analysis Price comparisons Global Sourcing RFQs Tasks Benefit Tools Result: 10% cost cutting and standardization of main parts

4. Blitz Rotary 2008 Targets: Reduce stocks around by min 5 % and increase cash flow Analysing all raw material production and warehouse stocks Identification of slow mover and fast mover parts Standardization of main parts Action and Implementation Plan Lower main stock Higher service level Improved KPIs Reduction of warehouses Reduction of main stocks ERP System JDEdwards Parts analysis Monthly stock report Tasks Benefit Tools Result: 8% cost cutting and reduction of all external stocks

5. Fibro & Fibro GSA 2009 Targets: Standardization and Cost Cutting around 8 % Analysing all sensor and semiconductors devices for 2 legal companies Identification of cost cutting potential Benchmarking Action Plan Lower main stock Standardization of Semiconductors Improved Service level Lower main stock Increased parts availability ERP System PSI PENTA Potential analysis Price comparisons Global Sourcing RFQs Tasks Benefit Tools Result: 10% cost cutting and standardization of semiconductors

6. ABM Greiffenberger 2010 Targets: Standardization and Cost Cutting around 10 % Analysing for all bearings and mechanical parts and raw material Identification of cost cutting potential Benchmarking Action Plan Standardization of bearings Enhanced cash flow Lower main stock Improved Service level ERP System SAP Potential analysis Price comparisons Global Sourcing RFQs Tasks Benefit Tools Result: 10% cost cutting and standardization of bearings

7. Magnetic Autocontrol 2011 Targets: Reduce production costs for a new product line around 10 % Reduced product costs Standardization of main parts Lower warehouse stock Lower logistics costs improved KPIs Analysing all raw material, production parts and purchased parts Identification of cost drivers Benchmarking Action and Implementation Plan ERP System SIGIPS RFQs worldwide Weekly reporting Tasks Benefit Tools Result: 11% cost cutting and reduction of main parts

8. Carl Zeiss SMT 2012/2014 Targets: Support of frameworks and searching alternative Suppliers Lower main stock Increase supplier´s performance Safeguard the worldwide Supply Chain Development of alternative suppliers ERP System SAP Framecontracts Escrows Agreements Monthly reporting Negotiations of framecontracts Negotiations with legal and patent lawyers Negotiations of Escrows Gobal Sourcing Action Plan Tasks Benefit Tools Result: Framecontracts for all main suppliers

9. Carl Zeiss Microscopy 2014 Targets: Cost Cutting for a high technology project around 12 % Reduced product costs Standardization of main parts Lower warehouse stock Lower logistics costs improved KPIs Analysing all raw material, production parts and purchased parts Identification of cost drivers Benchmarking Action and Implementation Plan ERP System SAP RFQs worldwide Weekly reporting Tasks Benefit Tools Result: 12% cost cutting and reduction of main parts

10. Wittenstein AG 2015 Targets: Cost Cutting for system purchasing around 10 % Reduced product costs Standardization of main parts Lower warehouse stock Lower logistics costs improved KPIs Analysing all raw material, production parts and purchased parts Identification of cost drivers Benchmarking Action and Implementation Plan ERP System SAP RFQs worldwide Weekly reporting Tasks Benefit Tools Result: 10% cost cutting and reduction of main parts

11. KUKA Industries 2016 Targets: Cost Cutting for a high technology project around 10 % Reduced product costs Standardization of main parts Lower warehouse stock Lower logistics costs improved KPIs Analysing all raw material, production parts and purchased parts Identification of cost drivers Benchmarking Action and Implementation Plan ERP System B2 RFQs worldwide Weekly reporting Tasks Benefit Tools Result: 10% cost cutting and reduction of main parts

12. Description of how to get thereIn der Tränk 36 D-63075 Offenbach (Tel 069/ 977 69 260) • Frankfurter Kreuz A 3 (dir. Würzburg) • A3 ca. 8 km until Offenbacher Kreuz • OF Kreuz right to A661 ( dir. Bad Homburg) • A661 ca. 4,2 Km until exit OF-Kaiserlei • OF-Kaiserlei right until Kaiserleikreisel First Exit until Berliner Strasse ( Ri. OF-Zentrum )( Important: Radar!!) • Berlinerstrasse 1,7 km straight away until • TOYS „R“ US • Left until Schlosstrasse • Just 200m rigth until Mainstrasse ( Left site Ysenburger Schloss ) • Mainstrasse 1,4 km ( dir. OF-Bürgel) • Just 600m straight away „Haus der Bäcker“ • Just 1,4 km OF- Bürgel • Just 150 m right in Altkönigstrasse • Just a curve left until Kettelerstrasse • ( dir. Rumpenheim) • Just 100m right until Langstrasse • Just 500 m until Rumpenheimerstr. • Just 800 m until OF-Rumpenheim • Straight away Bürgelerstrasse ( rigth REWE) • Just 300 m left Schloss Apotheke until Enkheimerstrasse • Just 100 m left In die Tränk. • After 50 m parking area. Anfahrtskizze

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