Tangible Benefits for Customers
“We want to respond even better to our customers’ needs,” says Bader. This factor is becoming increasingly important, especially in an international market environment characterised by growing dynamism.
New Group Division
Supply Chain Management: Keeping the Entire Value Chain in View
Global markets are becoming more complex, supply chains more volatile, and the demands placed on companies continue to rise. In response to these developments, the Pfeifer Group has realigned its organisational structure and introduced the Supply Chain Management (SCM) division as of 1 March 2026.
Under the leadership of Christof Bader, the new SCM division now brings together Group Logistics, Group Technical Procurement, and the Group Order Centre, including the Order Centre in Finland. Organisationally, the division falls under the responsibility of CFO Günther Binder. The aim is to better integrate processes, use resources more efficiently, and respond more quickly to market changes and customer requirements.
explains Christof Bader. Another key driver has been the integration of Pölkky: “This made it even clearer that we need to think more as a group in order to fully leverage synergies.”
Mission: Transparency and Synergy
Bader summarises the strategic direction of the new division in simple terms: “Mission: Transparency and Synergy.” This refers to end-to-end transparency across the entire supply and value chain – from procurement and processing through to delivery. Based on transparent and reliable data, resources can be planned and deployed optimally. At the same time, standardised and streamlined processes are intended to reduce lead times and minimise inventory levels. “Ultimately, this leads to greater customer satisfaction and strengthens our competitive position,” says Bader.
© Gerhard Berger
Greater Resilience in Volatile Markets
Recent years have shown how vulnerable global supply chains can be. Supply shortages, volatile raw material markets, and geopolitical developments continuously pose new challenges for companies. According to Bader, one of the key levers for greater stability is planning. “In particular, strategic rolling sales and operations planning creates a new level of clarity and supports proactive decision-making.”
Plans are continuously reviewed and aligned across sales, production, procurement, and logistics. This enables the Pfeifer Group to respond more quickly to changes and adjust material flows with greater flexibility.
© Christoph Noesig Photography
Collaboration Across Locations
Another advantage of the new structure is cross-site management. More efficient information flows and fewer interfaces shorten decision-making processes and allow for targeted use of existing expertise within the Group.
One example: the management of export trailers for Finland will in future be centrally coordinated from Imst in order to make optimal use of existing expertise. The Order Centre will also adopt a more group-wide perspective. “In the future, a product group or sales region that has previously been supplied from Central Europe may be served from Finland – and vice versa,” explains Bader. This creates flexibility and enables economically optimised allocation of orders across the entire Group.
Christof Bader
Head of Group Supply Chain Management
“Sustainable supply chain management is a team sport and connects all departments within a company.”
© Pfeifer Holding GmbH
Digitalisation Follows the Process
Digital tools and reliable data form the foundation of this transformation. “When we talk about transparency and fact-based decisions, we always come back to the concept of a ‘single point of truth’,” says Bader, referring to a universally valid and accurate data base. The goal is to have access to up-to-date and consistent data at all times – ideally without system discontinuities.
An important step in this direction is the SAP go-live in Finland scheduled for mid-year. In addition, Transporeon will be introduced as a platform for managing carriers. For Bader, one principle is clear: “Digitalisation follows process” – meaning that digital tools should support processes, not the other way around.
Combining Efficiency and Sustainability
Sustainability, cost control, and quality are also to be considered more holistically within the new SCM structure. Optimally planned customer orders reduce unnecessary transport between plants, minimise short-term additional trips, and ensure on-time delivery. This lowers costs, reduces emissions, and simultaneously increases customer satisfaction.
“A high-performing order centre with lean, standardised processes and comprehensive capacity and cost transparency is a key building block,” emphasises Bader.
Outlook
With the new Supply Chain Management division, the Pfeifer Group is setting the course for even closer integration of its core processes. While initial results – reflected in key figures such as planning accuracy, inventory levels, and resource efficiency – are expected to be achieved quickly, the full transformation into a high-performing end-to-end SCM organisation will take time.
Step by step, this will create a future-proof structure for the Pfeifer Group, strengthening the company sustainably and making it more resilient to the demands of international markets.
© Christoph Noesig Photography
About the Person
Christof Bader has more than 25 years of international leadership experience in logistics, supply chain management, and corporate development, including over 15 years in top management roles. His expertise lies in building, restructuring, and transforming organisations.
Since June 2024, he has headed Group Logistics at the Pfeifer Group, and since March 2026, he has led the newly established Supply Chain Management division. Christof Bader is married, has four children, and lives in Schwaz, Tyrol.