- Category management - Strategic sourcing of categories - Designing and implementing of procurement strategy - Building performance management processes and self-service BI - Complexity reduction and portfolio rationalization - Procurement transformations - Delivering superior value in strategic supplier cooperation - Procurement academy (training)

Director, Sourcing & Procurement

Management consultant with broad experience, responsible for full-scan assessments & design/improvements of sourcing & procurement practices, including sourcing strategy, organization, processes and competencies as well as harvesting savings potentials.

Management consultant within Supply Chain Management, hereunder specifically Production, Strategic Sourcing and Category Management, as well as Performance Management within these areas.

Cost performance Management and supporting the strategy process: Performance Management of major strategic cross functional cost-out project Establishing baseline, enabling the organization to deliver on target Planning and facilitation of process identifying Vestas' core competencies Scoping project to develop holistic SCM strategy

Development and alignment of Strategic Sourcing / Category Management strategy, structure, process and competencies across all BUs in Vestas. Commercial process responsibility of a € 2.8b spend Chairman of forum of VPs of Sourcing & Procurement Planning and execution of procedural reviews Development of SCM strategy Design of organization, processes and competences Development of Category Management concept Establish line-of-sight from category strategy to activity planning and KPI forecasting Category Strategy improvement and operationalization Project management of large scale cost reduction initiative

Development of global, cross-functional category (out)sourcing strategy for a main component covering forecasted yearly spend of € 150m.Savings on sourced categories of averagely 30%

Manager of a department with 6 expediters. Managing expediting, implementation of forecasting in SAP (LTP / SIOP), reduction of stock levels, logistics setup, and optimization of material flow with suppliers.Improved delivery performance from respectively <50% to 92% and 74% to 94%. Increased stock turns of (non project-specific) materials from 6 to 10 over the period.

Managing a previously neglected supplier base.Introducing and working with basic processes of matching suppliers capabilities and portfolios, forecasting, expediting, systematic communication and supplier development.From purchasing being the bottleneck, the production increased by almost 700% over the period.

Project manager on outsourcing of production to eliminate bottlenecks.

Sourcing Automation, Electrical Installation and Mechanical Installation (dairy industry) up to a value of DKK 10m per project purchase and approximately DKK 25m per year. Supplier negotiations and entering into project agreements as well as strategic agreements. Average savings almost 50%, mainly based on LCC sourcing.Part time project manager on implementation of Stage Gate model for development of dairy equipment.