We at Three P are seeing the potential of efficiency and optimization of procurement functions independently of industries, size and maturity. We give our clients real, actual, pragmatic solutions customized to fit their culture, structure, people and processes.As a consultant firm we believe that our name reflects our values and therefore we always strive to be a Professional Procurement Partner for our customers - Three P.

I was responsible for the order and logistic department consisting of a team of 6 FTE’s. My work duties were to ensure the development and work task of the team as well as making sure that all sourcing activities were done in time, that the pricing and discounts where correctly set, correction of invoices and maintain the material master data. In this role budgeting and resource planning was a crucial task. The role also inquired a close internal collaboration regarding forecasts and re-order points of different products and to ensure demand and supply capabilities across Europe. Furthermore, I was part of initiating and managed the SAP E-commerce project in order to automate the P2P (Procure-2-Pay) process for their clients which resulted in minimizing human mistakes in the manual day-to-day work. The tool I worked with was SAP production PR2 where I also was the SAP Role Owner. Here I worked with the continuous development and improvement of the SAP function for procurement. All work was done in accordance to J-SOX (Financial Instruments and Exchange Act).

I was promoted to Team Leader after being a part of the transition team for the IT Service Desk. I was responsible for the Service Desk in Poland. In my new role I was responsible for personnel, ongoing projects and workforce management. One of the main areas of everyday responsibility was to ensure that SLA’s and KPI’s were met and was also part of the service delivery team facing the customer. I was also responsible for planning and coordinating activities and projects across 7 different locations worldwide. These projects consisted of e.g. improving IT methodology, escalation management, planning and overseeing new software launches, reporting and track quality metrics as well as ensuring the process and documentation was stored and up to date. I also took part in recruitment of new team members, handled CAB meetings, assured ITIL was followed, and acted as a key user for the ticketing tool ServiceNow.

As a Subject Matter Expert/Project Manager for Wipro’s biggest account, I had to ensure that all relevant knowledge, data, processes and policies from the customers previous service provider was gathered and secured. And in close collaboration with the customer I also secured successful implementation onsite. Once this phase was done, I recruited 40 FTE’s for 14 different European languages which was required by the new customer. Furthermore, to ensure that all assets were provided with a proper on-boarding, with the necessary software’s, and a full understanding of customer demands. New team members were provided an comprehensive training, both theoretical, technical and training of soft skills. Once this was done, the hyper care period started where the project went live in 7 different “waves” - 2 countries per “wave”. During the hyper care me and my team were closely monitored by the customer and had to ensure SLA’s and KPI’s were met. The framework was ITIL.

As a quality analyst I acted as a team leader deputy. I had to ensure that the quality of the account was in line with the customers processes and policies. Furthermore, I had to deep dive and analyse data, identify problems and perform root cause analysis. With those findings I created training materials for the team. Another area of responsibility was to perform call monitoring and incident review. This data was withdrawn from the ticketing tool ServiceNow. Feedback and coaching, based on the findings, was shared 1 on 1 and in groups. Collaboration across different located teams took place to ensure process improvements and standardization.

I acted as 1st and 2nd line IT support for customers from Sweden, the UK and Norway. The IT support was via calls, chats, e-mails and self-service tickets and the ticketing tool was BMC Remedy. Furthermore, I was also responsible to conduct trainings for new team members and to ensure the ticket quality met the set KPI’s. Another area of responsibility was to create new knowledge database articles, update existing articles in case of procedure change and ensure the Swedish ones were up to date. The framework was ITIL.

I created a project as part of the project management course at the university. The project itself was a charity run. I had to create a sales pitch for the sponsors and later organize, coordinate and implement the project. All income went directly to the Crown Princess Victorias foundation which promotes good health and combat exclusion among children and young people in Sweden.