Head of the department. We are responsible for the Supplier Management of direct material including supplier quality. Our supplier base is global.● Sourcing and Supplier Management: Category management, cost reductions, delivery performance, early involvement (sourcing) in R&D projects and product improvements.● Supplier Quality Management: We handle all preventive and corrective actions towards the suppliers including audits and supplier development.

INTERIM MANAGERHead of the department with 11 people reporting to me in Lund, Sweden and Modena, Italy.The main tasks for our department are:● Industrialization of development activities: - We are responsible for managing the Supply Chain process in Development Projects. We are industrializing developed products by sourcing and contracting suppliers that offer the best possible Quality, Cost and Delivery performance.● Cost liability throughout the product lifecycle: - We are responsible for the cost of materials regarding the equipment sold to Tetra Pak's customers. Equipment refers to the “Filling Machines” and other related machinery such as “Down Stream Equipment”.

I have total responsibility for all Strategic Sourcing / Purchasing activities in the company. Member of the General Management Team within our company. I report to the General Manager (VD) and I have 8 people reporting to me.● Manage Sourcing department with focus on: Cost, Contracting, Supplier Base Management and Master Data Management for component, module and service suppliers.● International Purchasing Council: Membership within ArjoHuntleigh / Getinge where we jointly define international sourcing projects, very often Low Cost Countries (LCC) projects.● Global Category Management: We drive global strategies for a number of categories. We drive/lead international teams in cost reductions, global agreements/negotiations, and approve suppliers/conduct supplier audits for the entire company.● Local Category management: Components are divided into categories to manage the suppliers and the technology strategically. Usual long term and short term targets are cost reduction, supplier optimization, mitigating supply risks, improve quality and lead-time.● Early involvement in R&D projects in order to secure the source of components/modules from the most suitable supplier securing the best possible function, quality and cost.● Process to comply with Medical Device standards (USA and Europe) regarding all activities for Supply Chain, Sourcing and Supplier Management.

● Create a strong global sourcing organization● Maximize purchasing synergies between all manufacturing sites● Define and lead global sourcing projects for performance improvements (Cost, on time delivery and Quality) ● Design and globalise the sourcing processCrawford Group, within in the Cardo Group, was at the time the business area for Door & Logistics Solutions total door and docking solutions predominantly in the transport and logistics sector and trade. In 2007 the business area had a turnover of MSEK 4.500 and the Cardo Group had a turnover at MSEK 8.800.

Department Manager for Technical Consultants and Mechanical Components, Purchasing. ● Our task was to handle the present and future component demand globally at Tetra Pak, aggregate and source from preferred suppliers for the entire Tetra Pak group. ● Sourcing, Contracting, Supplier Base Management for the areas; Technical Consultants and Components.● Strategic purchasing activities with Category management and execute the strategies in the international purchasing organization.● We worked according to a pre-defined sourcing / contracting / purchasing process to qualify and secure the suppliers performance.Tetra Pak is the world's leading supplier of food processing and packaging systems. In 2007 Tetra Pak had a turnover around MSEK 85.000.

At start I worked as a Senior Strategic Purchaser (at Tetra Pak called Supply Manager) for seven months before I became responsible for the entire department.

I took strategic decisions regarding our supplier base and initiated sourcing/saving-projects to improve the profit for Frigoscandia with the total cost concept in consideration.● Define strategies for the supplier base.● Co-operate with R&D department to optimise the cost for new products. ● Lead internal/external projects to reduce the total cost for the company. ● Analysis of in- or outsourcing strategies ● Perform deep analyses of supplier organizations, capabilities and perform quality audits. ● Global cost reduction projects with our international sister companies, world-wide. ● Negotiations with suppliers and set up contracts, frame agreements. ● Low Cost Country Sourcing.In 2004 Frigoscandia Equipment AB had a turnover of around MSEK 1.500 and was a leading global technology solutions provider in the food processing machinery industry and part of the Food Technology division within FMC Technologies. In the same year the entire corporation had a turnover of MUSD 2.700. Today the business has changed name to John Bean Food Tech (JBT).

● Lead internal/external projects to reduce the total cost for the company.● Co-operate with R&D department to optimise the cost when sourcing new products.● Define sourcing strategies how suppliers shall interact with R&D. It's important to define R&D's future needs and prepare the right suppliers when to be involved.● Category Management: manage the suppliers and the technology strategically. Supplier optimization, mitigating supply risks, improve quality and lead-time.● Perform analyses of supplier organizations, capabilities and perform quality audits. ● Global cost reduction projects with our international sister companies in Europe. ● Negotiations with suppliers and set up contracts, frame agreements.