Marcus Moelkner

Background

About Marcus Moelkner

Results-driven global manufacturing executive with over 30 years of industry experience across six countries (D, CH, F, UK, SK, IN), including 15+ years in senior leadership roles as Head of Manufacturing and Plant Manager. Experience: • P&L responsibility for global manufacturing networks (Revenue: CHF 280m, 800 employees, nine production sites), and single-site leadership (Revenue: EUR 200m,>800 employees) • Scope of responsibility: production, logistics, procurement, quality management, engineering, maintenance, sales, contract management, health & safety • Degree in Manufacturing Technology (equivalent to M.Sc.), University of Erlangen-Nuremberg, Germany (1988-1994) • MBA, joint program WHU-Kellogg, Vallendar/Germany & Evanston IL/USA • Native language: German / fluent language skills: English, French Scope: • International corporations, both listed and family-owned enterprises • Ranging from 3,500 to employees, revenues from EUR 600m to 17bn • Global Player in plastics processing, plant engineering, aluminum processing & automotive industry • Complex, high-end premium products Core Competencies: • Head of Manufacturing, Plant Manager, Vice President Manufacturing • Leading international production networks • Driving operational excellence, continuous improvement, lean management, six sigma, lean six sigma, quality management, project management, cost efficiency, cost control • Experienced in sustainable growth, restructuring, production relocation & turnaround management Track Record: • Operational Excellence/Cost Efficiency: Reduced personnel costs by CHF 3.5m in 24 months by boosting shop floor productivity and streamlining administrative processes • Operational Excellence: Improved on-time delivery performance from 88% to 98% within 12 months by implementing robust planning and forecasting processes and establishing strategic inventory buffers • Restructuring: Reduced headcount by 21 out of 92 FTEs within 18 months through efficiency gains, organizational restructuring, and revised shift models • Production Relocation: Set up a new production line in India, including the transfer of equipment from Europe • Growth: Increased production volume by 70% within 12 months through capacity expansion and productivity improvements • Strategy: Merged two large production sites based on a common strategy and aligned investment plans • Turnaround-Management: Turnaround of a green-field plant in Central Europe by standardizing processes and implementing lean management; increased annual production output by 119%