I started the keeping as a pleasant stress-relieving hobby in the corner of our garden, but it has developed into a larger beekeeping business and a great fascination with the world of bees.BeeNice.dk is also a webshop with almost everything a beekeeper needs.

I have moved furnipart's logistics so the warehouse and the logistic set up were able to follow the growth journey from 60 miles. DKK in 2011 to 293 mil. DKK in 2022.Inbound: from only being able to receive goods on one consignment at a time to being able to carry out goods receipt as process flow and random checks on all incoming consignments.Outbound: from paper and pencil to a full electronic set up on stackers/picking trucks from pallet warehouse with Shuttle system to dispatch all parcels and small orders via the Autostore system.2012. Freight savings of up to 40%2013 WMS module is introduced in AX 4.0, which makes logistics more efficient by 30%2016 3 Kardex automatic machines are installed to expand the warehouse with extra space of 300 pallet and make piece picking more efficient at small order service.2018 The ERP system were upgraded to AX2012R3.2019 The warehouse were expanded with a autostore facility with 13,000 bins could be installed, 7 robots, 2 picking stations, as well as a special solution with conveyor belts, so furnipart achieved a faster unpacking and improved quality control. So item can be picked within 10 minutes after it has been checked.2021 Autostore is expanded with a extra picking station and 2 extra robots.2022 Expand storage capacity with 2,500 pallet. Were 1,000 pallet was established in a shuttle facility.2023 The assembly department gets added capacity in the form of a specially designed packaging robot system, which increases the capacity with 45,000 packs of handles with screws and customer-specific labels.

Management of employees in the purchasing and logistics department.Management of employees in the warehouse, goods receipt, Pick and packing, shipping and assembly workshop.Development of business procedures and optimization of processes.Negotiation of transport agreements and follow-up.Incorporation of KPIsImplementation of the forecast moduleMember of the management team.Setting up logistics strategy and overall gools for purchasing and warehouse.

Decor Photo is owned and run by Jørgen Rask, as a side business.Decorphoto started in 2000 as a demand from family and friends who wanted photography for holidays, parties and other memorable events. I therefore have 9 years of experience in the profession as a photographer, and always make sure to keep up to date with new initiatives. I have always emphasized that there must be a good and relaxed atmosphere at the moment of photography, especially portrait photography, so that everyone can feel comfortable. My studio in Støvring is therefore arranged in such a way that there is room for everyone, big and small. But also for events such as weddings, confirmations and christenings, I emphasize a good atmosphere so that the photos can be as natural as possible. As something new, Decorphoto has started making photos for canvas, which is a special and different way to immortalize a big event or a beautiful portrait.

Nonprofit network for active job seekers.JobseekerNord is a proactive network for jobseekers who use each other's skills and networks to seek out companies and offer efficient and free recruitment.

Purchasing & logistics responsible, a former GPV company.Management responsibility for purchasing assistant and employees for goods receipt, cutting and shipping warehouse. - My task was to get the procurement business under control by optimizing new routines, contracts and logistics processes.- Responsible for all procurement, which included procurement, conclusion and negotiation of agreements, disposition of Copper Laminates, Prepreg, films, chemicals and other consumables, a procurement budget of 23 million and an inventory value of 10 million. Project procurement for smaller tender projects.- Has reduced shipping costs by 43% (from 1.2 million to DKK 684,000)- Optimizing transport from the US and the East.- Has increased delivery security from 86% to 96%.- Has reduced the inventory value by 2 million.- Was hired to oversee their move from XAL to AX, but the GPV group entered bankruptcy and it became an optimization project and adjustment of the gl. XAL system, so you could almost run paperless production.- The warehouse was optimized by introducing barcodes and location management of goods flow. This resulted in a reduction in time consumption and costs. An optimization that created calm and satisfied employees, both in production and in the warehouse.

Purchasing & spare parts manager (PCD division), with management responsibility for employees in the warehouse, as well as purchasing, handyman and cleaning staff for production areas.As manager, I created structure and system in my department, and had an overview of the work areas, which caused colleagues and employees to seek advice and guidance, also beyond my areas of responsibility.The job entailed optimization of the purchasing process, procedure for internal business processes and structuring of the spare parts warehouse.- Purchase budget of 20 mil. and stock value of 13 mil.- The responsibility for concluding and negotiating agreements on spare parts, tools, packaging purchases/auxiliary materials, which included pipe foil and flat foil, tape, plastic pallets and truck / transport equipment, which consisted of 16 units. Purchasing and arranging transport to and from Europe.- Responsible for the maintenance agreements in collaboration with the technical manager and the factory manager, e.g. ventilation systems, thermography of electrical installations, repair agreements on engines and gears.Sept. 2003 Start of storage at new factory in Malaysia. Introduction and training of warehouse staff and maintenance staff in "How we do it at Fibertex"Nov. 2003 Follow-up on warehouse implementation in Malaysia.- Developed and put into operation a new barcode scanner system for handling spare parts / auxiliary material storage for production. Where integration was also done with a maintenance system from PC-SYS.This system is used daily by 11 men from the maintenance department.- Project employee at the introduction of "electronic invoice control" in 2007-2008, was part of the steering group in this project work, where we set up the accounts payable ledger for a factory in the Czech Republic.

Started own company within the packaging industry. An agency from the Netherlands. Yarn, rope, and sack sewing machines for closing feed sacks, etc.

1999 – 2000Disponent, lent to the industrial division, due to the introduction of a new SAP system, where I was involved in setting up and implementing this.- Responsibility for the purchase and disposition of raw materials for our production, a budget of 15,000 tonnes of paper and 700 tonnes of foil.1997 – 2002 Buyer & spare parts seller,- Responsibility for purchasing, selling spare parts and selling standard machines, which were vacuum lifters, stretch film wrappers, sack sewing machines.- Increased turnover in 3 years from 1.2 mil. to 3.5 mil.- Daily contact with customers, sub-suppliers and freight forwarders regarding the coordination and delivery of spare parts and projects in northern Europe.- The purchase consisted of project purchases, spare parts, technical and electrical articles, standard machines and consumables, - Stretch film, filling yarn and sewing yarn.

Warehouse manager, Hydrema Danmark Sales & Service department, with personnel responsibility for 1 employee.Where I was responsible for sales and disposition of spare parts for North and Central Jutland. Purchase of tools and auxiliary materials for warehouse and workshop and in addition I took care of planning and coordinating work for 3 fitters and people at the workshop when the foreman was not present.1995 Structuring of new sales warehouse in Berlin. Hydrema creates a new department.

Warehouse clerk, Carnitech A/S, where I helped develop their purchasing/warehouse computer system. The job also involved setting up and planning the central warehouse. Implementation of new picking and delivery routines of goods for production.