Jack Ruus Sundby Email & Phone Number

København, Hovedstaden, Danmark

Fostering and merging existing and new departments into a joined Supply Chain team with the aim to improve the customer experience, purchasing and delivery performance, and strengthen the teams corporation and business orientation.Supply Chain include; Planning, Business development, Purchasing, Transportation, Warehousing and the factory producing concrete sleepers.• Accountability: Full P/L• Reporting staff: 5 Managers, and 35 indirect.

Copenhagen Metropolitan Area

Hired to lead the warehouse and logistics teams, and to develop and facilitate the transformation of Banedanmarks warehouse and transportation setup, to meet the future demands and expectations.• Accountability: Full P/L• Reporting staff: 2 Managers, and 19 indirect.

København, Region Hovedstaden, Danmark

Hired to lead and develop 3Shape’s global warehouse and transportation setup and future offering, including owning the cooperation, budgets and service level with internal and external business partners around the globe. • Accountability: €5,5M running expenses p.a.• Reporting: 4 Managers, and 48 indirect.• Organisational level: SCM & Operations department. Part of the Operational Mgmt. groupSecured a zero-failure inventory relocation | Simplified shipping prices | Contributed to production start China incl. hiring of Logistics Manager | Restructured organisation setup in Poland | Improved outbound performance with 21% and On-time performance with 11% | Prepared RFQ and tendered 3PL and transportation setup in Asia | Strengthened trade compliances and documents | Launched new costs and performance reports.

Malmo, Sweden

Hired to lead the Northern European spare parts logistic setup and distribution. The task was a regular turnaround, with several strategic initiatives to be implemented to strengthen the customer experience, parallel to the daily operational business.• Accountability: €47M running expenses p.a.• Reporting: 4 Managers, 1 Team Leader, 16 direct reports and app 110 indirect.• Organisational level: Nordics Aftersales department. Part of Aftersales Mgmt. group.Changed ERP/WMS to SAP | Implemented pick by scanner | Improved the next day delivery offerings | Optimised goods flow using VSM/D | Simplified the reverse logistics flow | Rented and commissioned external warehouse capacity | Increased FPA to 92% based on 54,000 SKU’s | Improved Outbound performance with 17% | Tendered and changed transport agreements in all markets and gained a 4% cost saving | Tendered warehouse 3PL setup, changed provider and gained an 6% cost saving | Developed customer support team from low to top performing | End-to-End business owner of brand-new 27,000 m2 warehouse, commissioned Dec 2017.

Copenhagen

Tasks and responsibilitiesP/L responsible for BMW's aftermarket activities in the Danish market. The task consisted of starting up the Danish company as a subsidiary under the BMW Group, including the establishment of organization, networks, contracts and fulfillment, determination of the strategic direction and goals for the brand's positioning and market share.• Accountability: €0,7M running expenses, and a sales budget of app. €30M p.a.• Reporting: 7 direct reports.• Organisational level: Nordics Aftersales department. Part of Aftersales Mgmt. group.Highlights:Increased the spare parts and accessories sales by 10%+ per annum across the entire 10-year period. Developed the workshops to deliver superb customer experience in all aspects – resulted in top AutoIndex ranking from 2004 going forward. Introduced service contracts to consumers as one of the first car brands in Denmark. Introduced ISO14001 in full network as the first BMW market in the world. Contribution to the strategic initiative establishing BMW Group Northern Europe aftersales setup and management group.

Copenhagen Metropolitan Area

Responsible for the commercial development of 33 dealers across Denmark. • Accountability: €0,5M p.a. dealer sales target of parts and accessories• Reporting: No reports.• Organisational level: Dealer Development.Developed and executed dealer BM programs | Develop and maintain Customer Retention tools | Dealer business development based on analysis of growth potentials | Designed, developed, and introduced a brand-new Dealer Standard (the Q-Handbook).

Diploma Of Leadership, Thesis: Management Of Change Processes

Business Law

Diploma In Mechanical Engineering, Thesis: Construction