Food & Beverage: Launched a comprehensive supply chain strategy at Danish Crown which was co-developed across six business units with substantial and committed synergies (~150M EUR). P/L improvement of ~120M EUR realized in the first three years while an ESG “‘50% reduction’ roadmap was developed and deployed on scope 1 & 2 emissions towards 2030 – reductions of ~160 tCO2e verified by the “Science Based Targets” initiative
Medtech: Designed and delivered a global medtech supply chain transformation at Embla Medical (Össur) leading to significant reductions within complexity, ‘time to market’ and cost. Delivered with a 400% ROI while competence upskilling and new ways of working were implemented
Shipbuilding: Delivered a supply chain assessment at the largest shipbuilding company in the USA (Ingalls Shipbuilding) and afterwards realized procurement cost reductions of 46M USD in four categories through improved planning, category management and best practice within procurement
Automotive: Through a procurement assessment at Scania, a potential of ~8% was identified through strategic sourcing levers. The realization of this potential was supported through best practice within S&OP, category management and in supplier negotiations
Transportation & Logistics: By aligning global business processes at DSV across Road, Sea & Air, a profitable growth through M&A enabled annual supply chain cost reductions of ~4%. At Saudi Air a procurement assessment revealed a cost reduction potential of ~12% in cargo handling, the realization was supported through improved S&OP and structured strategic sourcing initiatives
Industrial Equipment: Implemented Strategic Sourcing as a global function at Nilfisk-Advance, aligning processes, ways of working and required competences with an annual cost reduction target of 5%. This was delivered via levers as low-cost country sourcing, category management and value engineering while improving account days payable. Various CAPEX projects executed for Ørsted and Rockwool with substantial benefit realized though “should-costing” (>10% compared to first offers)
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