Harri Kämppä Email & Phone Number

Helsinki, Fi

Helsinki, Fi

Vantaa

I lead the strategic investment and transformation programme including the plan to build a new modern, flexible and efficient world-class factory in Lahti. I report to the President and CEO of the Fazer Group.I am also a member of the Fazer Confectionary management board with the responsibilty for the BA operations. My assignment is to modernize the FC supply chain to become lean and digital, a leading benchmark in the food and beverage industry. In this role I report to MD Fazer Confectionery.

Finland

I lead the business management, transformations, Investment projects & strategy executions and built strategic accounts. I have been a key player in developing this unique concept. We have a closed pool of over 100 executive professionals. We have successfully launched the business and are set to surpass 3 M€ in turnover shortly. Company info: Cherry connects highly-skilled senior leaders to companies across all industries on a short-term basis as an alternative to traditional recruitment and employment. We help with business management, digitalization, sales and marketing transformations, supply chain management, and HR & corporate responsibility. Turnover target 2M€ (2024)

Vantaa, Uusimaa, Finland

Valpro Group is a fast-growing service company offering personnel and outsourcing services for the logistics industry but aiming to expand into several sectors and even grow outside Finland.

Helsinki Metropolitan Area

I was responsible for managing business operations, setting strategy, and implementing cultural change. I drove organic growth through add-on M&A´s and improved solution sales and customer satisfaction. I was P/L responsible for Transval Group (220M€). Led 4 Business Units (Sales, Marketing & Communication, Strategy, HR, FINA and Digitalization). Chair of the Group management team. Reported to Posti Group CEO and Transval Board of Directors. - Led new strategy creation and execution, resulting in a unique business model- Successfully completed the M&A process, the integration of Transval Group with Posti’s supply chain solutions business unit and the set up of a joint venture Flexo Palvelut Oy, a B2B logistics outsourcing company. - Supported the M&A of Aditro Logistics for Posti Group. - Radically improved profitability, from losses to well above the industry average- Reached clear #1 market position- Doubled the company's economic valueToday Transval and Adittro Logistics form a 400M€ revenue, growing and profitable Logistics Services division of Posti Group. Company info: Transval Group offers 3PL outsourcing solutions, B2B services and staffing (temporary employment) services for clients in the manufacturing, logistics, retail and eCommerce industries. Revenue of c. 220M€ and 4800FTEs. (2020)

Helsinki Metropolitan Area

Launch of Flexo Palvelut Oy, a Joint Venture as a target to enter into staffing/employment and industrial services segments. In three years, we managed to grow from the start to 40M€ revenue, staff to 1000FTE and reached market #2 position.

Helsinki Metropolitan Area

I led an organization of 1200 employees with P&L accountability of the Business Unit offering outsourcing solutions for clients in the manufacturing, logistics, retail and eCommerce industries. (An annual turnover of c. 80 M€). Member of Executive Board. Reported to SVP, Logistics Services. My goal was to define and execute a transformation strategy to move the business into a higher value, less capital-intensive, high-margin growth segment by restructuring the loss-making logistics arm. Key responsibilities: Performance turnaround, Business strategy, Growth generation, Business transformation, Go-to-market strategy renewal, P&L & operational excellence, Customer satisfaction, Mergers and acquisitions (M&A)- Defined and executed the supply chain outsourcing strategy, repositioning the business into an outsourcing and people services provider. Led major M&As and several add-on acquisitions, including the integration of Transval Group (revenue 120M€, 3500 employees). - Set up joint venture company Flexo Palvelut Oy from scratch, built revenue from zero to 40M€, achieving market number 2 position in 2 years. - Doubled company economic value and almost tripled revenue from 80M€ to 220M€.- Increased EBIT from losses to 5%, increased direct margins from 10% to 25%- Two-thirds of the business became asset-light.- Radically improved profitability, from losses to well above the industry average.- Integration and culture alignment led to leadership awards and a 4.2/5 personnel satisfaction index. - Devised a labour union strategy, resulting in no strikes or other disruptions- Achieved clear #1 market position, with ~300 strategic clients in portfolio. Won 20-30M€ in new customer contracts e.g. Valmet, Olvi, Elisa, and Verkkokauppa.com

Helsinki Metropolitan Area

I was hired to create a modern group-wide sourcing function ( spend of c. 800m€), reduce costs, determine a strong code of conduct and build strategic partnerships. Member of the Group Management Board. Reported to CFO - Built a modern group-wide category-based sourcing organization with transparent and centralized purchasing, increasing control over purchases from 20% to 85%.- Devised a strong code of conduct and a KPI-led incentive model including a cost-saving targets to drive the change, achieving cost reduction resulting in 70M€ EBIT. - Created categories and all procure-to-pay processes.- Set up an investment advisory board and implemented a digital tender management system. - Established strategic internal partnerships in departments including facilities, Personnel Services and ICT.

Vantaa, Finland

I was hired to build reliable, scalable and efficient supply operations introducing modern supply chain management, global procurement and lean production methods. The role was to also industrialize products, make them easier to produce and enable low-cost-country sourcing and therefore make it possible to sell them at lower prices to build a client base and increase market share.- Devised operational structure and launched operational organization and processes, including SAP, sales & operational planning, ensuring on-time product availability, and quality, developing cross-site production platform and best-in-class operations performance. - Devised global procurement strategy and renewed supplier base in lower-cost countries (China, India). - Developed new low-cost products by opening a factory in India.- Increased margins by 5%, integrated Lean strategies, reduced working capital by 14M€ and returned the business to profitability in 2010 after the 2008 recession.- Launched operations in the US, tripling the number of deliveries. - Prepared parts of the business for a potential sale.Company info: CPS Color was the world’s leading supplier of tinting systems and technology. The company was a spinoff from Tikkurila and had a presence in 11 countries. Private equity owned by Nordic Capital since 2008. Turnover 200 M€, 2000 employees (2011).

Oslo, Norway

I led Yara’s North Europe Supply Chain, including logistics, product sourcing and S&OP planning in Scandinavia, the UK, Ireland, Iceland, Finland, and Baltic countries. Led a team of 5 directors, an organization of 600 employees. Reported to SVP, Northern Europe Downstream- Secured annual net revenue of 3,6 B€- Successfully integrated Kemira GrowHow’s production sites and Siilinjärvi phosphorous mine into Yara’s Nordic supply platform.- Developed parity across activities across all markets by sharing knowledge on customer focus and deploying best practices from each location to create one operations platform for Northern Europe. - Recommercialized Kemira GrowHow’s products under the Yara brand, resulting in direct sales growth. Company info: Yara International ASA specialises in agricultural products and environmental protection agents operating in >60 countries, c. 16,000 employees and annual revenues of c. US$12bn; purchasing Kemira GrowHow Oyj in 2007.

Helsinki

Led a team of 7 directors and 2800 employees. Budget responsibility for 700M€, turnover 1,3 B€. Process owner of Production, Sourcing and Logistics. Reported to SVP Fertilizers, SVP Process Chemicals. I led a transformation process to turnaround Kemira GrowHow’s underperforming supply chain. Operations were divided into Demand Creation and Demand Fulfillment. I was accountable for Demand Fulfillment. I overhauled the function, centralized sourcing, reshaped logistics and established group-wide processes. - Built a customer-driven, flexible and reliable supply chain.- Increased customer OTIF to 98%.- Generated over 20M€ annual savings. - Reached a market-leading position in terms of product availability. - Became the only fertilizer company not to keep products in a warehouse. After Kemira GrowHow Oyj was merged with Yara AS, I played a key role in the integration process.Company info: Kemira GrowHow Oyj was a Finnish fertilizers and chemicals producer with own mining before it was acquired by Yara International ASA. GrowHows' revenue was 1200 M€ and staff 3500 FTE.

Harjavalta

Led a team of 6 managers and 200 employees. P&L responsible for 200 M€. Drove the transformation process to secure the site's continuation. In 1,5 years, I succeeded in making a turnaround by refocusing plant production into the consumer segment.

Swisslog Finland

Led a team of 7 function leaders and an organization of 200-300 employees. Budget responsibility for 40M€. Reported to CEO, Swisslog Robotics. I was responsible for Swisslog Oy’s operations. My goal was to improve processes in project management, engineering, production, ICT, sourcing and R&D. - Increased profitability through business process re-engineering, product standardization, and strategic technology partnerships; improved project profitability accuracy to 95%. - Developed effectiveness measurements. - We were the first project company in Finland to get a Quality Certification.- Initiated R&D collaboration with KUKA Robotics. Swisslog Oy (now Cimcorp Group) delivers data-driven & robotic solutions for your logistics automation alongside reliable, modular service concepts.

Ludwigsburg, Germany

Robotics and production automation sales manager for electronic industry customers in Central Europe.Swisslog was losing market share as a technology provider for European electronics producers. I was responsible for robotics and production automation sales to electronic industry customers in Central Europe. I moved to Germany, and built intense customer collaboration and a winning sales team. - Within 2 years, we closed sales worth almost half of the division’s annual turnover and opened an after-sales business, generating 10 M€ in turnover with high-profit margins.

Ulvila, Finland

Production automation & robotics investment projects for European /Asian customers.Led up to 30 production automation & robotics investment projects for European /Asian customers, with project values 0.5-10M€.

Msc. Engineering, Production Engineering

Core courses include: Automation & Robotics, Production Engineering, and Industrial economy

Hhj / Cbm (Certified Board Memeber), Business Administration And Management, General

Leadership Qualification (Jet), Organizational Leadership

Process-based project management, Finnish Employers Management Development Institute (FEMDI)

Joko Leadership Program, Business Administration And Management, General

JOKO covers core business areas and offers practical expertise combined with the latest academic knowledge. Futures thinking and foresight.