Head of Logistics & Supply Chain

We’re dedicated to expediting the energy transition with sustainable home energy solutions accessible to all, aiming to assist 3 million households in making the transition by 2030. Every installation we do depends on the right parts sitting in the right van on the right morning. Today that works often enough to keep the crews rolling and badly enough to cost us installs, margin and customer trust. Vans carry stock nobody counted. Spare parts ship before anyone confirms the fault. Almost nothing comes back. A crew arrives at eight, finds one missing bracket, and the day is gone.

You own that chain end to end, from the suppliers to the warehouse, from the warehouse to the installation site. More importantly, you get to rebuild it.

The bigger picture

Quatt is adding products, partners and freelance installers faster than the current logistics setup can absorb. This is one of the largest gaps in the company right now, and it gets wider every quarter we leave it alone. The person who closes it takes on more of the supply chain as we grow.

We are building a decentralised factory. Every install is a production line that happens to run in somebody's house. A factory needs a supply line. That is your half. The parts arrive at the cell before the shift starts, in the right quantity, in the right order, or the line stops.

So start from a blank sheet, not from what we do now. Question every requirement, including the ones we invented ourselves. Delete steps rather than optimise them. Simplify what survives, speed it up, and automate last. Most of what we spend on logistics today pays for complexity we chose.

This is not a pure procurement job. You will not travel the world renegotiating supply contracts. You build a working logistics system on the ground, in the Netherlands, with our warehouses, our carriers, our wholesalers and our vans.

What you own

• Logistics cost, and every part of COGS that sits between the supplier and the installer. Find the money and take it out. Warehousing, transport, spare parts, packaging, returns, refurbishments, write-offs.
• The design of the process itself. How many warehouses, and why that number rather than none. What a wholesaler holds versus what we hold. Whether stock sits in a van, a locker, a hub or a customer's driveway. You make the call and you defend it with numbers.
• The relationship with our outbound logistics partner. Lead times, SLA, failed deliveries, day-of recovery. Push it, fix it, or replace it.
• Van stock. What each crew carries, what it costs us in tied-up cash, how it gets replenished, and how we know what is actually on board.
• The vans. Fleet, fit-out, kit, cost per van per month.
• Availability of every SKU, at the right level. Never short on install day. Never sitting on stock we financed for nothing. You own both sides of that trade-off, and you run it inside the S&OP cycle with sales, planning and finance.
• B2B logistics. Our B2B customers have different needs than consumers. They need truckloads, not pallets.
• Reverse logistics. We barely have any. Build it.

What you're measured on

Three outcomes sit above every functional KPI:

• Logistics cost as a percentage of revenue, and COGS per installation. Everything you touch either lowers one of those or has to justify itself.
• Material availability on the day. How many installs we lose, delay or half-finish because something was not there.
• Working capital in inventory. Stock is cash. Hold as little of it as the operation can survive.

Who you are

• An operator who runs toward the warehouse floor. You will spend your first weeks in vans, at wholesalers and on install sites, not in a strategy deck.
• Analytical to the point of being annoying about it. You model the inventory question before you answer it, and you can show your work. A logistics decision here is a maths problem with a delivery van attached.
• Practical in equal measure. The model is worthless if the crew in Groningen still leaves without the coupling.
• AI-native. You use AI daily, build your own tools when the tool does not exist, and expect the job to shrink because of what you automate. If your instinct on a repetitive task is to write something that does it for you, we want to talk.
• Comfortable owning a supplier relationship and a spreadsheet in the same afternoon.
• Direct. You say what is broken, including when you broke it.

Why Quatt?

• A salary between €80.000,- and €120.000,- annually
• 25 paid holiday leave days
• Free vegan/vegetarian lunch in the office daily
• Travel compensation of €0,23/km or an NS-business card
• Access to mental health platform OpenUp
• Informal culture with monthly drinks and office parties
• Yearly discount on Quatt-products
• Referral bonus of up to €2.000 when referring new colleagues
• Work in an international team with people from over 30 nationalities.