Existing operation-------------------Manage an operation of around 40 blue collars. Re-organize logistics department enabling better structure for employees and managers.Develop an end to end logistics strategy with clear timelines syncronized with all departments.Implement 5S, daily visual management and improve both EHS and efficiency in existing warehouse operation. Analyze all processes and implement changes increasing efficiency, quality and freeing up 15% of staff.Review and implement a new and improved distribution process.Review all existing contract within both facility as well as logistics, improving both terms and condition as well as cost/price.Move whole facility to new location with warehouse automation --------------------------------------------------------------Seach for new facility. Put together a “move” project team including both logistics/warehouse as well as facility and office. Elaborate risk evaluation analysis for all segments for the move project and incorporate into the programSelect best possible facility, work with realestate owner, design office space, warehouse etc.Negotiate rent, terms and condition. Elaborate detailed moveplan. Work with unions.Select best possible “Warehouse automation technology” for Copiax. Select partner to deliver the automation technology.Follow the build phase and identify, monitor, or correct deviations from plan.

Aira, the next generation home energy champion, aims to bring clean energy-tech solutions, such as heat pumps to families across Europe, cutting costs on their energy bills and radically reducing CO2 emissions for heating.First Supply Chain employee responsible for setting up the Supply Chain organization attracting and contracting main key personnel for the ramp up phase. Cost base line for COGS and budgeting, Design of Distribution network, warehousing and last mile, creating an End to End Supply Chain design and process for first Go-to-market countries. Elaborate a Supply Chain Strategy and creating a covering project with all aspects for successful startup and growth. Execute RFI and RFQ with logistics providers for import, warehousing, transport and last mile. Create charts and writing job-descriptions for each role, participate in selecting ERP system and converting the process into system language and transactions. Support setting up an S&OP project, engaging with stakeholders, establish and maintain relationship with OEM discussing forecast and place orders. Actively participating in rolling out first countries including all above parameters.

With a small team of 15 persons, consisting of Warehouse development and support, Inventory Control, SAP Super-users, Logistics system support, Supply Chain analysts, Supply Chain Quality management, Supply Chain Network design, Material managers, non-inventory and indirect material management, ensuring that the ratio between the output gained from the business and an input to run a business operation​ is positive. This includes:Structure our linearity to support the growth and preparing for the future structure ​Fast-track initiatives to improve quality performance, compliance, control and ownership ​Clear structure on KPI ownership and Roles and responsibilities ​Increase productivity contribution to existing and future project funnel Prepare and drive Kaizen, PSP and other related processes to gain efficiency.Drive strategy elaboration for the whole logistics unit, supporting expansion plans and lead to reach set vision, mission and strategical goals including to drive Inventory strategies and inventory accuracy, deliver Business Intelligence visibility, Provide Clear statistics and other management input, material flow optimization both internal and external for both Finished goods and Raw material. Drive forum to bridge the logistics unit to units and departments at our headquarters in USA, discussing strategy alignment, project funnel and initiatives, budgeting, resources and competence sharing. Drive and support the site growth and future expansions in EMEA.

Accountable for all logistics activities and personnel, including inbound, internal Warehousing, external 3PL warehouse, Staging for production, export of finished goods. Gone from around 20 persons to 100 persons placed in 3 different geographical sites, supporting a 7/24 hours, 365 days per year production process and 7 days a week Export/shipping of finished goods. Major achievements:-Build up all logistics units to manage the expansion in production of around 250% the volumes in 2 years timeframe.-Sourced and subcontracted third party logistics warehouse for finished goods.-Source and lease a brand new greenfield warehouse of 7500 square meters, leading all activities to equip it with infrastructure, IT, Warehouse management system (SAP) and personnel. All done at a record time of 6 months.Negotiated with unions, created organizations and recruited managers and supervisors to each unit such as inbound/gods receiving and put away into warehouse, Staging from warehouse to production, Export, shipping/outbound of finished goods to customer, Inventory control, Trade compliance, SAP superusers.

Internet of Things. Built a unit of around 5 persons with focus on how to create a seamless environment with Track and Trace using Telecom technology (5G) combined with cloud solutions. Worked close to European ministry of transport and many major stakeholders in international and local transportation, Sea, Air, Ports and Road. Today part of IATAs solution connecting customers and service providers is based on the solution developed by my team.

Identify and qualify business development opportunities adjacent to existing Industry & Society scope. Industry & Society focus on developing advanced technical solutions to non-traditional customers such as the telecommunication operators. Present focus is to qualify logistics value chain as a new area and business opportunity for Ericsson to develop solutions for, as well as develop strategy and system solution to the same. Identify companies for M&A. System solutions are for example IOT (Internet Of Things), ICT Clouds, Process management solutions, Data security, Digitization of logistics processes, International Track and trace utilizing telecommunication etc.

Globally responsible for Ericsson’s Warehousing and Distribution. Oversee a team of approximately 85 persons managing Strategic Distribution Architecture, Process Implementation, Transportation management and planning, Regional distribution management, Operational Excellence, Logistics Service Provider (LSP) development, Outsourcing of Ericsson Distribution Centres (EDC) management, and W&D Corporate financials. Manage total spend of approx. 400 Mio Euro. Always ensuring to achieve customer satisfaction, cost and leadtime. Create Business contingency plan in order react fast to unexpected situations.

The organization is part of Global Procurement, reporting directly to the Head of the organization. Had a team of approximately 25 persons, globally dispersed. Key responsibilities are; Accountable for the delivery of target savings through the development and implementation of robust procurement strategies and professional RFQ processes and negotiations. Interfacing with all relevant procurement functions and respective crossfunctional stakeholders. Line management and competence development of Category Managers with global approach. Business management of certain category/subcategory/product/services. Business metrics definition, target setting and follow up. Participation to relevant steering committees. Member of GPR Leadership Team. Measures / budgetary measures: Spend, Payment terms, CC budget and headcount, SPI.

After the merge between Nokia and Siemens. • Deputy of the Head of Global Logistics Sourcing manager. Responsible to arrange and conducting all weekly Global Logistics Sourcing meetings and Global quarterly face to face meeting. In the region responsible for the selection of the right supplier for the various business needs. Assurance of logistics service cost and performance. Supplier selection, Customer understanding/satisfaction Market scanning Competitive prices from the market for all logistics services Market knowledge in the region. Short lead-time to quote, select and ramp up LSP services in region Customer requirements translated to correct logistics services requirements, assistance in customer tendering Cost management (Contract vs. real cost). Volume and cost reporting. Performance monitoring. 1st escalation point. Manage Cargo insurance claims. Transportation invoice verification. Logistics Cost analysis and reduction. LSP auditing support.

My position before the merger between Nokia Networks and Siemens Com.• Proactive service product support and development of the service awareness. Responsibility to apply the globally defined Service Items in the area and produce the documentation. Implement global tools and processes for product management. Manage Sales Package content and cost as well as Service Item (SI) cost information in Nokia cost tool (CMPro). Compare tender v.s. real cost. Ownership in terms of service scope, risk and cost. Create Service solutions and apply Service Items for CAT/project according to customer needs and Network business unit product offering by adding local “flavour”. Provide service product related documentation based on global tendering guidelines. Challenge the delivery model to ensure productivity and efficiency in service execution. Participate as needed in customer presentations and negotiations. Collect market intelligence and customer feedback related info.

• Implementation of US-HUB (Central Warehouse)• SAPUP (SAP upgrade) for both Nokia Mobile Phones and NETWORK• From January 2004, representing the Global Demand Fulfillment team (MEX/MAD/COM) in relation to NET US SAP-Deployment.

•Plans and manages the design; testing; and implementation of process improvements and development system upgrades/ changes with appropriate involvement from users. •Translates process requirements into system terminology and functionality. •Lead continuous process improvement and development projects as agreed with Process Owner(s). •Develops process and system user training and may deliver said training. •Analyzes process performance measures and proposes actions when results deviate from set targets.

•Setting up and maintaining our infrastructure systems for demand planning and for reporting. •Build up the supply network for customer project. •Contribute to demand planning process and responsible for equipment demand planning. •Logistics people management in CT: Logistics resource planning and management in Customer Account Team. •Participates to Customer Teams contribution by most efficient usage of allocated logistics resources. •Logistics cost management in Customer Teams (Logistics Service Providers Costs, resources, local distribution). •Supports Partner Management in local vendor selection and local material outsourcing •Customer Team logistics interface towards customer, project partners and Supplier Network Management (frame agreement/SLA, •Customer Team inventory control in Warehouses, Work in Progress, Risk orders and Customer stock. •Logistics performance measures and logistics risk analysis.

Under my responsibility I had all logistics activities in all our branch offices (totally 14) in Brazil. Most relevant improvements are:•Creating an "End to End" logistical concept and mentality within the company.•Creating synergy within logistics between K&N-Brazil and KN in the rest of South America.•Elaboration of new “services” to companies interested to enter Brazilian market by simulating different approaches with combinations between bonded/normal warehouses, Ocean/Air import, different seaports/airports, etc.•Analyzing normal multinational/national forwarding-tenders, from a logistical point of view, offering potential clients “added values services” within logistics.•Develop truck Exp./Imp. department offering services from and to Brazil to other countries in Mercosur with both LTL and FTL cargo, as well as national transportation.•Elaborating partnership with selected road transportation companies fulfilling required quality level, for both inbound and outbound transportation

Setting up and manage the first brownwater barging operations in Rio Paraguya and Rio Parana in Latin America, with yearly transport of approximately 600,000-800.000 tons of Soja Corn and Soja bean meal pellets.

Direct responsibility over Stock of finished goods and spare parts, Warehouse, Expedition and Distribution. Supervising 32 full time persons. Area of responsibility including both Husqvarna and Electrolux.Most relevant improvements were:•ABC classification of Stock. Reduction of after-sales stock with 55%. Restructure of both physical layout and procedures related to warehousing and stock. Implementation of bar code system and Restructure and execution of distribution and transportation. Restructure of responsibility between the departments, and general logistics in the company. Took part in project concerning “on line EDI importation” from Husqvarna Sweden.•Preparing, monitoring and supervising, together with ”AT Kearney”, the logistical restructure of the company when buying “Prosdosimo” and “WAP”.