Team

Goran Duric

Manager

At Lischke Consulting since 2019.
Degree in Business Administration (Diplom Kaufmann) with a focus on logistics and materials management.
Expert in supply chain management, lean management and change management.

Goran Duric has been working in consulting for over 13 years. He joined the Lischke Consulting Team in 2019. He has managed both strategic and operational projects including Measures implemented in various industries with proven success. His consulting focus is on industry and the topics of supply chain management, lean management and change management.

Goran Duric is an experienced business consultant who knows the importance of tactics and teamwork. In his spare time, Goran Duric enjoys playing soccer and cheering for the Hamburg soccer team “HSV” at the Volksparkstadion on weekends. This proves he has stamina – far beyond 90 minutes. Similar to project work, it’s not just the result of a game that counts.

Contact:

Email: tbena.qhevp@yvfpuxr.pbz

Cell phone: +49 (0) 179 79 98 39 2

Industry Experience:

Aerospace.
Transportation and logistics.
Automotive.
Shipbuilding.
Defense industry.

Project Experience:

Implementation of a supply chain management system for the spare parts supply of a long-distance rail fleet for 10 maintenance plants in Germany.
Methodical consulting to implement an €80 million p.a. cost reduction program. Savings scenarios of 10%, 20% and 30% were developed and workshops were held with the board to gain their approval. Subsequently, an implementation plan was drawn up for approx. 150 individual initiatives to be carried out over a period of two years.
On a project to increase the size of a production facility and introduce a new model, he helped develop a logistics concept for storage, order picking and the supply of the assembly.
For the military helicopter manufacturer in the United States, he supported the engineers in redistributing assembly tasks and in changing the material supply to just-in-time. This reduced production times in the assembly by 20% and inventory on the assembly line by 90%.
He initiated a holistic lean transformation at a facility for overhauling aircraft landing gear and led the development and implementation of ideas for improvement there. Lean transformation reduced man-hours by 14% and material costs by 19%.