Emmanuel Odarteifio · EO-Support
When procurement and supply chains need to be stabilised, transformed or developed to improve business performance, I combine international procurement experience with hands-on implementation and collaboration as equals.
Deliver measurable results. Embed knowledge. Enable independent, ongoing improvement.
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About me
Working with existing teams is at the heart of my approach. Their knowledge of the business, its structures and its specific challenges combines with external experience and an additional perspective on the task at hand.
Every business, every team and every starting point is different. That is why each assignment begins with listening and understanding: taking in existing knowledge, getting to know structures and processes, analysing data and bringing different perspectives together.
Experience provides guidance and possible approaches — not a ready-made answer.
More than 20 years of international experience in procurement and supply chain, complemented by experience as an automotive systems and process auditor, provide the professional foundation for this work.
How EO-Support works
The experience of existing teams provides the starting point for collaboration.
Working with existing teams is at the heart of my approach. Their knowledge of the business, its structures and its specific challenges combines with external experience and an additional perspective on the task at hand.
Every business, every team and every starting point is different. That is why each assignment begins with listening and understanding: taking in existing knowledge, getting to know structures and processes, analysing data and bringing different perspectives together. Experience provides guidance and possible approaches — not a ready-made answer.
Data, processes and structures make the starting position clear.
Understanding leads to transparency. Data, processes, structures and interdependencies are analysed to distinguish causes from symptoms and reveal the areas that genuinely need attention.
The aim is not to develop as many actions as possible. What matters is agreeing the right priorities together and identifying the levers that can make the greatest contribution in the specific situation.
Clear objectives and suitable performance indicators are defined at this stage. This makes it clear from the outset how progress and impact will be measured.
Develop recommendations and possible approaches from the identified areas for action.
Analysis creates options — the direction is agreed together. The identified areas for action are translated into practical recommendations and possible approaches. Opportunities, risks, effort and expected impact are compared transparently.
Together with those responsible, we decide which issues to address, how to prioritise them and what objectives to pursue. This creates a clear framework for action with responsibilities, measures and measurable targets.
Analysis becomes a shared decision — and that decision becomes practical implementation.
Address the priority areas together with the teams involved.
Once the decision is made, implementation matters. Before lasting change can take effect, critical issues must be brought under control and the organisation's ability to operate must be secured.
Priority actions are implemented together with the teams involved, responsibilities are clarified and progress is tracked consistently. Depending on the starting position, this may involve delivery capability, critical suppliers, quality, inventory, costs or internal processes.
This is not about addressing symptoms in the short term. The aim is to establish a robust foundation on which further change can build.
Align approaches with the task at hand together with the teams involved.
Stability creates room for lasting change. Based on jointly agreed objectives, structures, processes and ways of working are developed wherever they make a measurable contribution to the task at hand.
Change does not come from a ready-made concept imposed from outside. Solutions are developed in detail with the teams involved, put into practice and assessed against their actual impact. Lessons from implementation feed continuously into further development.
The aim is not change for its own sake, but improvement that works in day-to-day operations and can be sustained.
Share experience, methods and insights in day-to-day work and develop them together.
Lasting change takes root when knowledge and responsibility are embedded in the business. Empowerment is therefore not a step at the end of an assignment, but part of working together from the outset.
Experience, methods and insights are shared and developed together in day-to-day work. The knowledge and experience of existing teams also shape the solutions. This creates knowledge transfer in both directions.
The aim is to enable individuals and teams to understand decisions, take responsibility and sustain and build on the improvements independently.
Document knowledge, decisions, processes and responsibilities clearly throughout the assignment.
An interim assignment is successful when the organisation no longer needs the interim manager.
That is why handover preparation does not wait until the final day. Knowledge, decisions, processes and responsibilities are established and documented clearly throughout the assignment so that the improvements can be sustained.
Ideally, the existing team takes ongoing responsibility. Where additional leadership or expertise is needed permanently, a suitable successor can be developed or recruited in parallel and given a structured induction.
The goal is an organisation that can continue to operate, improve and develop independently after the assignment. A successful interim assignment leaves no dependency behind — it leaves an organisation that can continue to succeed without the interim manager.
Define objectives · Track progress · Demonstrate results
Services
Strategic Procurement · Global Sourcing · Procurement Excellence
Align sourcing decisions with strategy.
Develop procurement strategies, access supply markets and create structures that enable transparency, effective management and sustainable sourcing decisions.
Supplier Development · Supplier Recovery · Quality & Performance Management
Assess quality and performance, supported by systems and process audits.
Develop supplier relationships, stabilise critical situations and achieve lasting performance improvements — from structured action plans and management discussions to systems and process audits in accordance with IATF 16949 and VDA 6.3.
Cost Reduction · Value Engineering · Negotiations
Data-driven and AI-assisted analysis supports evaluation and decision-making.
Make cost structures transparent, identify levers to improve business performance and realise opportunities through negotiations, global sourcing and value engineering. Data-driven and AI-assisted analysis supports evaluation and decision-making.
Supply Chain Stabilisation · Procurement Transformation · Change Management
Stabilise procurement and supply chains in critical situations.
Stabilise procurement and supply chains in critical situations, implement transformation operationally and develop structures together with existing teams.
Selected projects
INDUSTRY / CHEMICAL ENGINEERING · 2025
Interim Procurement Consultant
International sourcing alternatives identified and developed
Analyse spend categories, supplier structures and sourcing costs, and develop strategic category approaches.
Strategic development of the procurement organisation and establishment of a category strategy. Realignment of the international sourcing structure by gradually phasing out Chinese suppliers and developing alternative sources of supply in India and Eastern Europe — with the aim of reducing dependencies while unlocking cost savings.
In addition, support for strategic procurement across business units, contributing procurement expertise beyond the home site.
Analysis and structuring of spend categories, supplier structures and sourcing costs. Development of strategic category approaches and identification, evaluation and development of alternative suppliers in India and Eastern Europe.
Collaboration across sites and business units with procurement organisations in Germany, India and the USA, including strategic sourcing topics and international supplier and price negotiations.
Alternative international sources of supply identified, evaluated and developed and and alternative international sources of supply developed as a basis for gradually shifting sourcing volumes from China to India and Eastern Europe.
Strategic procurement was supported internationally and across business units, allowing several sites to benefit from the approaches developed and the procurement expertise contributed.
AUTOMOTIVE · OEM BMW · 2023
Interim Procurement & Supplier Recovery Consultant
Delivery capability, quality and production supply for the OEM BMW
Conduct international supplier audits and structured root cause analyses.
Analyse and stabilise critical supplier situations within the automotive supply chain to secure delivery capability, quality and production supply for the OEM BMW.
International supplier audits, structured root cause analyses and action plans, and direct management discussions with critical suppliers. Close collaboration with procurement, quality, production and project teams to implement and follow up agreed actions consistently.
Stabilised critical supplier situations and contributed to securing delivery capability and meeting quality and production requirements for BMW. Further developed supplier recovery processes and structured action management.
E-MOBILITY · 2022–2023
Interim Team Lead Strategic Procurement
Target costing and early alignment of procurement with cost objectives
Implement target costing alongside product development and industrialisation.
Responsibility for strategic procurement during new product launches, with particular focus on target costing and early alignment of procurement with cost objectives.
Target costing alongside product development and industrialisation, together with strategic selection and development of new and existing suppliers.
Conducted supplier audits to assess processes, technologies and cost structures. Processes and manufacturing technologies were analysed and optimised jointly with suppliers to close identified cost gaps and achieve defined target costs.
Complemented by commercial negotiations and the establishment and securing of the supplier and contractual arrangements required for product launch.
Implemented target costing as an integral part of product launch, combining commercial, process and technological levers to achieve the defined cost objectives.
At the same time, developed the processes and technologies of new and existing suppliers and secured sourcing structures for industrialisation and series production supply.
Lasting impact beyond the assignment
A successful interim assignment leaves no dependency behind — it leaves an organisation that can continue to succeed without the interim manager.
Knowledge, decisions, processes and responsibilities are established and embedded clearly throughout the assignment. Ideally, the existing team takes ongoing responsibility. Where additional leadership or expertise is needed permanently, a suitable successor can be developed and given a structured induction.
The goal is an organisation that can continue to operate, improve and develop independently after the assignment.
Contact
What procurement and supply chain challenges would you like to address?