Archives: Team

• Restructuring of the company’s European distribution activities consolidated around 3 main distribution centers and closing more than 40 warehouses..
• M&A Integration of new businesses/acquisitions into the company’s supply chain (logistics) and other corporate and support functions.
• Automation project at the company’s largest DC’s
• Building templates/process alignment for industrial SAP roll-out in 150 legal entities
• Global cost-out program within warehousing and distribution. Winner of the Danish Supply Chain Award 2015
• People engagement and motivation program in IT organization
• Global implementation of new supply chain operating model in RA Division, targeting service excellence and inventory reduction
• Complexity reduction program cutting the tail of products and raw materials
• Procurement cost-out program (Direct Materials)
• Cross organizational Business Excellence Program, covering 9 main business processes (end-to-end)
• Inventory reduction and service excellence program
• Procurement cost out program (Direct Materials)
• Factory relocation to China
• Supply Chain turn-around project with McKinsey Consulting as LEGO’s Project Manager targeting service excellence and inventory reduction
• Running a significant amount of P/L improvement projects during my career.
• Several organizational restructuring programs during my career, with focus on high performing and highly engaged organizations

Developed and deployed new strategy for the organisation. Led complete IT transformation and innovation. Led portfolio of implementation projects of TMS, CRM, HRMS, BI and communication platform (partly based on cloud). Identified and implemented significant cost saving program (50-70% TCO reduction).

Developed and deployed new IT strategy. Defined and led modernization program of all core IT applications (ERP, CRM, BI, Financial Performance Management and Reporting). Several M&A activities – led complete integration of acquired company (Germany). Defined and implemented shared service center initiative. Defined and implemented an extensive cost optimization program (40% TCO reduction).

Developed and deployed new business strategy and business plans. Developed and implemented IT strategy based on centralization and standardization. End to end ERP process (from analysis over selection to implementation). Sourcing and implementation of CRM, BI, Financial consolidation, forecasting and performance management. Led initiatives to standardize sales processes, optimize back-office functions and establish shared service center.

Developed and implemented an insourcing focused IT strategy.. Reaching 35% reduction in IT budget. Reorganized and refocused IT functions. Implementation of new ERP platform. Established continuous improvement program for all functions.

• ZILLION Consulting Group (2021-2023): Assisted ZCG with defining their STP-model, while executing their outbound sales campaigns and gathering customer insights.
• Amsterdam Data Collective (2022): Assisted ADC with their market entry in the Nordics through a sales-as-a-service model, while accelerating customer pipelines, generating leads, executing outbound sales campaigns and gathering customer insights.
• VAEKST (2022): Created a content marketing framework as part of the overall digital marketing strategy, combining inbound- and performance marketing while leveraging multiple digital channels.
• VAEKST (2021/2022): Managing several projects as a business development rep. with a record high performance.
• Kollek ApS (2022): Designed and executed market assessment followed by development and execution of a go-to-market strategy.
• Kollek ApS (2022): Designed the UI & UX of our beta web-application, including delivery of wireframes, prototypes, site maps and process flows,
• Edura P/S  (2019): Co-created, executed and accelerated Eduras digital go-to-market strategy as part of their startup-phase and national roll out.

Supply Chain | Warehouse & Distribution

• Optimization of Order-to-Ship flows: Handling +14% more volume | Delivery Performance at 96% | Picking productivity up by +141% | Savings of -27% on operational budgets. (Functional Director)
• Lean optimization of Singapore Aircraft Spare parts Repair Shop. Performance improved from <80% to 90-93% | Productivity up by +11% (Project Manager)
• Improved delivery performance from 59% to 90% at the Asia Distribution Centre in Hong Kong (Interim Manager)
• APAC Distribution, Manufacturing, Repair and Service strategy (Program Manager)
• Implementing Unique Device Identification (UDI) to meet FDA traceability requirements (Project Manager)
• During a 6-months assignment period: Average daily error pick lines reduced by –96%, Improving Overall Warehouse Performance by +9,6% to end on 99,5% as highest recorded performance ever ​ and Increased picking productivity by +17%, which resulted in overtime and temp cost reduction of -71% ​​

Project & Program Management | Process Transformation | Outsourcing & Offshoring

• Outsourcing of electronic sub-assembly production to China & Vietnam (Program Manager)
• Global Roll-out of ERP platform in 11 countries within Sales, Distribution, and Supply Chain. (Project Manager)
• ERP implementation (JD Edwards EnterpriseOne) at manufacturing and distribution facility in China (Project Manager)
• Outsourcing of logistics operations from in-house to an outsourced 3PL provider in Hong Kong (Project Manager)

Customer Service & Experience (B2B)

• Establishing a multi-branded Global Customer Service (B2B) function (Project Director)
• Setting up a B2B Customer Service function and logistics operations from scratch with 3PL provider in Korea (Functional Head)
• Driving the alignment of One Global Customer Service (B2B) organization, global processes, KPIs, SOPs and ERP enhancements (Project Manager)

Cross Cultural Leadership | Interim Management | Change Management

• Overall responsible and accountable of every aspect in a USD 27.6M construction project of a Greenfield Aviation Service and Distribution Centre in Singapore. (Project Director)
• M&A assignment for an aircraft spare part production facility in Miami, USA. Delivery Performance improved from unreliable level of <75% to a consistent 90% (Interim Site Director)
• Logistics Manager in Australian sales subsidiary for 4 months (Interim Manager)

Sourcing | Purchasing | Complexity reduction 

• Reduced 10-20% of material costs on direct material by merely challenging suppliers (Functional Manager)
• Complexity reduction of BOM and purchased items by -74% resulting in 7% revenue growth and +13% EBIT
• Successful courier tender delivering 35% cost savings on major global transport lanes (Functional Director)
• 80% less packaging volume > 65% weight reduction > 20-40% freight reduction > 15% Reduction in Co2 emissions
• Sourcing & tender bidding process of service providers and contractors for greenfield building (Program Manager)

• Playground equipment manufacturer (2018): Prepare and implement a new business organization structure and a LEAN Thinking Culture. Process and framework development to reduce lead time across functions. Optimizing production set up to increase output and minimize cost, Daily management, visual management. Role: Full responsibility​
• Wind blade manufacturing  (2017): Business Excellence implementation. Process and framework development, value stream mapping, change management, leadership training and exercise, process development. Role: Full responsibility​
• Wind blade manufacturing  Turkey (2015): Continue improvements projects (Kaizen) – Optimizing production set up to increase output and minimize cost, Daily management, visual management. Role Project Manager​
• Metal manufacture Latvia (2014): Implement Lean tools and Lean thinking to secure sustainability in the supply chain and by that improve quality and output. Implementing of 5S, visual- & daily management. Role: Full responsibility​
• Camping equipment manufacturer (2011): Analyze and prepare Green field project to in-sourse all production under one main “ideal” factory in Poland. Preparing all documentation for EU greenfield project in a economic zone. Negotiation with local authorities, utilities, suppliers etc Role: Full responsibility​
• Danish supplier of rotor blades (2008): Green field factory. Design of main processes and layout, educate site management in daily management of running a blade factory + commissioning of the factory and management of production in a new wind turbine blade factory in Poland. Role: Project Manager
• Danish supplier of rotor blades (2008): Prepared and implemented a new structure between quality and production department to improve Lead time and quality – output improved by 35% and WIP reduce with 26% Role: Full responsibility​

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• COO, complete restructuring of operations, creating the future foundation for success in data, systems, process, performance and organization (in operations and cross-functionally)
• Interim Supply Chain Manager, building the supply chain from scratch, ERP clean up and revitalization
• Major cross company cost out initiative, Reference Design development, Program Lead
• Steel Service Center optimization for improved Customer Service
• Operational Due Diligence of target company strategy and global operations
• Full development and implementation of Global S&OP setup process and systems
• Salesforce and performance management implementation
• End-to-end planning and procurement setup across factories in Italy and USA
• Operational supply chain setup and planning optimization
• Full S&OP, planning and organizational development and solution implementation
• Development and implementation of Project Execution Models, Process & Planning Tools, and improved system utilization
• Implementation of 4 strategic elements (incl. operational tools) in a new spare parts service supply chain within the wind industry
• Development of strategic roadmap and business case for a new org. unit leading to large-scale cost avoidance and savings
• Performance excellence program across 16 factories. Design, Assessment of potential, game-planning, coaching of lean agents and implementation support for benefit realizatio
• Long term Performance & Strategy Program to secure performance, material availability, and supply chain excellence
• Factory Start-up, support, development and implementation of organizations, processes, tools and systems in USA & China
• Significant delivery performance improvement, ERP system alignment and utilization, war room establishment and implementation, cost and inventory reduction

Organizational restructuring to central governance structure (2020-2021): Organization, position profiles, process transformation & governance, and system/ERP roadmap. Work force capacity increase via Robotic Process Automation. Defining and implementing Sales & Operation Planning process. Steerco for Digital Strategy. Outsourcing of spare parts warehouse operations to 3rd party vendor (SDK).

Advisory member and global planning lead (2017-2019): Best practice, cross market competency build, project management and system training/application. Global Customer Service and Waste KAIZEN. “Product Owner” and project lead for Demand Sensing and Tactical Supply Planning in SAP IBP. Production, Logistics and warehouse optimization (Calcium program). DLF grenstandard Co-lead/creator of total shelf-life spilt.

Project lead on vision and business case work for B2B ecommerce (2011-2017): Creating self-service solution for retail customers. User experience mapping and prototyping. Agile project management. Defining/recruiting position profiles for COE for B2B ecommerce. Recruiting and onboarding for SIOP Singapore. Implementing visual performance management (KPI/KBI).

Leading LEAN implementation and assessment (System Map, Kaizen, OEE, SMART, Root cause analysis, PDCA, VSM, Visual Factory). Planning/Project lead for setting up Distribution centre in Shanghai.

Developed multiyear Finished Goods Inventory projection model. Orchestrating 4 year strategic inventory management program. Leading and developing key S&OP meetings and reporting structures.

Negotiation and supplier agreements (2009-2010): Logistics and route optimization. Forecasting & Production planning

Sustainability – Fleet management: Implementing all green van as one of the first in Denmark and Europe. Succeed with this due to innovative mindset of the CEO and strategic cooperation with both Mercedes and the leasing Partner. I was participant in sustainable network under Dansk El-bil Alliance with focus to moving the green agenda in Denmark.

Digitalization of procurement process: Optimization. Process description of huge data set regarding price lists made it possible to put in NRGI’s robot so 4 hours work was saved each week. From manual process to 100 % automatic.

Procurement Strategy – Category Management: Define, implement and improve strategy. Including build joint innovation with strategic suppliers, tale-management strategy (consolidating supplier base), risk management analysis/tools. Including M&A of 3 companies in 18 months, securing synergies in contract alignment with substantial financial results.

Contract expert: Supplier negotiations of CRS and contracts on corporate level. Including developing legal template standard Supplier contract. Experience with creating various Supplier contract template from scratch. In addition coordinating with external legal as well as contract negotiation on international level.  Proven track record of savings and improved terms & conditions as a result of the negotiations. A good negotiation can also improve the strategic cooperation/Supplier Relationship.

Build Procurement organisation: Building the organizational structure from operational to strategic function in a very political and cultural organization. I structure the complexed.

Business Process in Procurement: Define Global Procurement/Sourcing Excellence tools for Category Management and Supplier Management. At Arla I defined the tools at Vestas I had the role as Business Process Expert (BPE) in using the tools.  At PR and EL:CON I was Business Process Owner (BPO) on all Procurent tools and Processes within Procurement and Supply Chain. Across my roles I have done training regarding tools of coworkers.

Change Management: business cases across categories with huge savings impact, improved work environment and governance alignment. Change management (including culture) on categories like Cars, Travel, Insurance and work wear. I have experience also from not succeeding with change management and what not to do.

Conversion of factory into Lean Manufacturing. Role: Lean Consultant (2022)

KATA improvements of the sorting quality of pallet goods Role: Lean Manager (2022)

Lean Training of all managers, coordinators and selected employees Role: Lean manager (2021)

Implementation of performance management, 5S & Standard Work. Role: Lean Manager (2020)

Implements Lean, Visual management and hourly follow-up at terminal in Copenhagen Airport (2017-2020)

Training of all employees on the airport site Role: Lean Manager (2017-2020)

Facilitates economies of scale between operating utility departments: Role: Lean Partner (2015-2017)

Develops and implements HOFOR’s own Lean training program. Role: Lean Partner (2014)

Lean in district heating, wastewater, drinking water and City gas utilities. Role: Lean Partner (2008-2017)

Removes the need for new expensive equipment using planning boards. Role: Lean Partner (2008)

Implements SMED kits at sterile Pilot factory Role: Lean Partner (2007)

Reduction of lead time on Phase 1, Phase 2 and Phase 3 trials. Role: Lean Partner (2005-2008)

Sickness absence are reduced, and staff savings are achieved. Role: Lean consultant (2004)

Reduces missed calls and ensures all orders are handled in time. Role: Customer service manager (2002-2004)

Daily follow-up system reduces backorders/ensures faster deliveries. Role: Logistics manager (1998-2002)

ERP system is optimized and used to manage production and purchase orders. Role: Logistics manger (1998- 2002)

Merging of BP and Shell LPG distribution provides economies of scale. Role: Project Manager (1998)

Specification and implementation of automation at Refinery depot. Role: Project manger (1994-1998)

Logistics analysis of Shell’s transport fleet compared to external transporters. Role: Project Manager (1993)

Implementation of heated pipes for peripheral tanks at lubricating oil factory. Role: Project Manager (1992)

Design and implementation of 3 welding robots for a Ford factory in Belgium. Role: Mechanical Engineer (1990)

International dairy company (2021): Review of global plant capacity constraint. Role: track lead

Jewellery manufacture and retailer (2020-2021): Design and development of global store replenishment system. Role: project manager.

None-profit warehousing organisation (2019-2020): Costing model and pricing strategy. Role: project manager.

Private equity (2019): Operational Due diligence and business case evaluation. Role: track lead.

Jewellery manufacture and retailer  (2019): Retail inventory optimization in APAC Role: project manager. subject matter expert.

Multinational pharmaceutical company (2019): Building a planning tool to support their PMO department. Role: project manager

Private equity (2018): Operational due diligence. Assessment of operational maturity. Role: senior consultant.

Public transport company (2018): Organisational carve-out of the maintenance and service division. Role: project manager.

DIY retailer (2018): Organisational performance management and KPI building. Role: project manager.

DIY retailer  (2018): Cost-out and EBITDA. Full company review. Role: project manager.

Danish Ministry (2018): Operational excellence and LEAN implementation. Role: facilitator.

Sports retailer (2018): Moving central warehouse to new 3PL. Role: senior consultant.

International dairy company (2017-2018): Complexity reduction through commercial and operational leavers. Role: track/team lead.

Variety goods retailer (2017): Design and developing of global planning tool. Role: project manager.

Variety goods retailer (2016-2017): Implementing new global planning processes. Role: project manager.

Global paint manufacture (2016): Complexity reduction through rationalized product portfolio. Role: consultant.

Global machinery manufacture (2016): Vendor integration project with focus on NWC. Role: consultant

Global machinery manufacture (2015-2021): Spare part inventory planning and optimizations. Role: consultant

Energy company within wind power (2015-2016): Logistic modelling and scenario assessment of OPEX. Role: consultant,

Building materials distributor & retailer (2015): Creation of an operations guide to assist 200+ stores in 5 countries. Role: consultant

Danish grocery chain (2015): Company turnaround. Full company review to boost performance. Role: consultant.