30+ years of experience
> 3.5bn EUR logistics spend optimized
100% independent
When companies are retendering external warehouse or transportation logistics, outsourcing operations for the first time, or redesigning their logistics structures. Whether warehouse logistics or transportation logistics – the principles of structured logistics procurement apply equally.
An existing contract is expiring or needs to be replaced.
Logistics operations previously managed internally are to be outsourced.
Typical Triggers
Common Mistakes 
Typical Triggers
Common Mistakes
Typical Triggers
Common Mistakes
Typical Triggers
Common Mistakes
Create Transparency
We analyze structures, costs, contracts and operational data to establish a clear understanding of the current setup.
Define the Target Operating Model and Strategy
Together, we define strategic objectives, derive concrete requirements and develop the optimal sourcing model.
Execute the Tender Process in a structured manner
We structure the tender process to ensure transparency and comparability — from the RfP stage through to final bid evaluation.
Ensure Operational Governance and Control
We ensure that contracts, KPIs and governance structures function effectively in day-to-day operations and deliver measurable impact.
Whitepaper
In this whitepaper, I explain the key elements of a structured logistics tender process — from the underlying RfP data and pricing logic to evaluation methodology and long-term provider governance. The focus is on the factors that determine comparability, decision quality and reliable implementation in transportation and contract logistics.
16 Pages · PDF
Build a Reliable Tender Foundation
Structure scope, volume framework and pricing logic in a way that makes bids genuinely comparable.
Translate Requirements Correctly
Consider provider selection, tender logic, pricing structures and surcharges in a way that enables sound comparisons and reliable decisions.
Create More Robust Award Decisions
Structure evaluation architecture, platform limitations and governance in a way that ensures the decision remains operationally viable in day-to-day business.
Create Transparency
We analyze structures, costs, contracts and operational data to establish a clear understanding of the current setup.
Define the Target Operating Model and Strategy
Together, we define strategic objectives, derive concrete requirements and develop the optimal sourcing model.
Execute the Tender Process in a structured manner
We structure the tender process to ensure transparency and comparability — from the RfP stage through to final bid evaluation.
Ensure Operational Governance and Control
We ensure that contracts, KPIs and governance structures function effectively in day-to-day operations and deliver measurable impact.
Whitepaper
In this whitepaper, I explain the key elements of a structured logistics tender process — from the underlying RfP data and pricing logic to evaluation methodology and long-term provider governance. The focus is on the factors that determine comparability, decision quality and reliable implementation in transportation and contract logistics.
16 Pages · PDF
Structure scope, volume framework and pricing logic in a way that makes bids genuinely comparable.
Consider provider selection, tender logic, pricing structures and surcharges in a way that enables sound comparisons and reliable decisions.
Structure evaluation architecture, platform limitations and governance in a way that ensures the decision remains operationally viable in day-to-day business.
More than three decades of logistics leadership experience — built in real operational environments, not just on paper.
This is not an academic theory exercise — every concept is designed to work in day-to-day operations.
Clear tender structures combined with strategic foresight — for sustainable and manageable long-term results.
Leadership experience on both the shipper and logistics provider side — I understand both perspectives.
No consulting buzzwords — I speak plainly and deliver tangible results quickly.
Management roles within logistics service providers — building and managing transportation and contract logistics structures.
Procurement responsibility within industry: global freight procurement for an industrial group with transportation spend exceeding CHF 3 billion.
Development of central tendering and governance structures at one of the world’s largest logistics service providers.
Experience in global logistics structures, complex tender processes and multimodal networks.
Who I Work With
I work with companies that want to establish logistics structures that are organized, manageable and economically sustainable
How I Work
Without platform dependencies, commission models or success fees.
More than three decades of logistics leadership experience — built in real operational environments, not just on paper.
This is not an academic theory exercise — every concept is designed to work in day-to-day operations.
Clear tender structures combined with strategic foresight — for sustainable and manageable long-term results.
No consulting buzzwords — I speak plainly and deliver tangible results quickly.
Leadership experience on both the shipper and logistics provider side — I understand both perspectives.
Management roles within logistics service providers — building and managing transportation and contract logistics structures.
Procurement responsibility within industry: global freight procurement for an industrial group with transportation spend exceeding CHF 3 billion.
Development of central tendering and governance structures at one of the world’s largest logistics service providers.
Experience in global logistics structures, complex tender processes and multimodal networks.
through transparent pricing structures and genuine competition
across contracts, operational interfaces and day-to-day operations
with clear logic, reliable outcomes and without unnecessary iterations
01
Health-Check
If you want clarity on your current setup — and what needs to be done. I assess your external logistics setup: contracts, pricing structures and operational governance. The outcome is a clear assessment with concrete recommendations.
02
Logistics Procurement & Tender Management
I structure tender processes so that bids become comparable and decisions remain robust.
03
Governance Architecture
I help establish contracts, KPIs and governance roles in a way that ensures operational control after implementation.
• Define KPIs
• Embed contractual goverance logic
• Ensure operational governance
04
Data Basis & Standardization
I help create reusable tender structures through clean data foundations, transparent pricing logic and standardized preparation.
• Prepare and structure data
• Structure pricing logic
• Establish standards
Costs Become Comparable and Reliable”
through transparent pricing structures and genuine competition
Risks Become Transparent and Manageable
across contracts, operational interfaces and day-to-day operations
The Process Is Managed in a Structured Way
with clear logic, reliable outcomes and without unnecessary iterations
01
Health-Check
If you want clarity on your current setup — and what needs to be done. I assess your external logistics setup: contracts, pricing structures and operational governance. The outcome is a clear assessment with concrete recommendations.
02
Logistics Procurement & Tender Management
I structure tender processes so that bids become comparable and decisions remain robust.
03
Governance Architecture
I help establish contracts, KPIs and governance roles in a way that ensures operational control after implementation.
04
Data Basis & Standardization
I help create reusable tender structures through clean data foundations, transparent pricing logic and standardized preparation.
Global responsibility for logistics and transport procurement as well as transport optimization. Established a new procurement mindset and operating model, supported by the implementation of a digital platform for freight procurement and rate management. Introduced a globally standardized KPI system for internal cost benchmarking.
Global business and strategy development for companies in the automotive sector, combined with operational project management. Responsible for Drive4Schenker: development of a digital platform for the procurement and operational handling of part-load and full-truckload shipments across Europe. Led change management across a network of 30,000 carriers, 300 DB Schenker branches, and more than 2,000 dispatchers.
Completed professional training as a forwarding and logistics agent, followed by practical operational experience in day-to-day forwarding activities and project management in transport and warehouse logistics. Developed contract logistics solutions for customers in Germany and Austria. Held operational leadership responsibility for the development and expansion of transport networks in Austria and South-Eastern Europe.
Strategic business and concept development for 3PL and 4PL customers in the automotive and industrial sectors across Europe. Introduced, implemented, and reorganized inbound transport concepts and just-in-sequence operations.
Papenhoff Consulting supports companies in the strategic procurement of logistics services. This includes in particular the structured tendering and sourcing of external warehouse and transportation logistics. The objective is to establish economically sustainable and operationally manageable solutions.
External consulting support is valuable when companies are retendering logistics operations, outsourcing for the first time, or when existing structures no longer function effectively. Typical triggers include rising costs, lack of transparency or upcoming make-or-buy decisions.
A structured logistics tender process follows several steps: analysis of the current situation, development of a sourcing strategy, selection of suitable providers, execution of the tender process and bid evaluation. The key requirement is to make pricing, service scope and risks genuinely comparable.
I combine operational experience with a clearly structured approach to logistics procurement. I work independently, without commissions or platform dependencies. The focus is on robust decisions and practically implementable results.
Consulting services are billed transparently based on agreed hourly or daily rates. There are no success fees or hidden compensation models. Any savings generated through projects remain entirely with the client.
Logistics consulting is particularly relevant for mid-sized and larger companies where external warehouse and transportation logistics represent a significant cost and governance factor. Typical situations involve complex structures with multiple sites or logistics providers.
Papenhoff Consulting supports companies in the strategic procurement of logistics services. This includes in particular the structured tendering and sourcing of external warehouse and transportation logistics. The objective is to establish economically sustainable and operationally manageable solutions.
External consulting support is valuable when companies are retendering logistics operations, outsourcing for the first time, or when existing structures no longer function effectively. Typical triggers include rising costs, lack of transparency or upcoming make-or-buy decisions.
A structured logistics tender process follows several steps: analysis of the current situation, development of a sourcing strategy, selection of suitable providers, execution of the tender process and bid evaluation. The key requirement is to make pricing, service scope and risks genuinely comparable.
I combine operational experience with a clearly structured approach to logistics procurement. I work independently, without commissions or platform dependencies. The focus is on robust decisions and practically implementable results.
Consulting services are billed transparently based on agreed hourly or daily rates. There are no success fees or hidden compensation models. Any savings generated through projects remain entirely with the client.
Logistics consulting is particularly relevant for mid-sized and larger companies where external warehouse and transportation logistics represent a significant cost and governance factor. Typical situations involve complex structures with multiple sites or logistics providers.
If you are facing an important decision in external logistics — such as a retendering process or a structural realignment — we clarify the current situation and the next steps during the initial consultation.
Schedule a free initial call
In a non-binding conversation, we clarify how I can support you in your specific situation.
Other ways to get in touch
If you are facing an important decision in external logistics — such as a retendering process or a structural realignment — we clarify the current situation and the next steps during the initial consultation.
