Sodalis ist ein familiengeführtes Unternehmen mit Sitz in Mailand und ist eines der führenden Unternehmen im Bereich „Health & Beauty, Home & Personal Care and Nutraceuticals“ in Italien. Die Sodalis Gruppe operiert in europaweit und hat zudem eigene Fabriken, insbesondere in Italien, aus denen die Lornamead einen Teil der Produkte bezieht. Darüber hinaus arbeitet die Lornamead mit externen Produktionsunternehmen zusammen, die lokal über den Supply Chain Bereich ausgesucht und gesteuert werden. Die Lornamead GmbH, mit ihrem Hauptsitz in Hamburg gehört seit 2021 zur Sodalis Gruppe. Wir vertreiben so bekannte und erfolgreiche Marken wie „CD“, „Handsan“, „Tesori d’Oriente“, „Rapid White“. Kernaufgaben und Verantwortungsbereiche: • Mitglied des Lornamead Management Teams, Berichtslinie – GM • Verantwortung für die operative und strategische Supply Chain Entwicklung (Logistik, Demand & Supply Planning, Einkauf - Procurement & Purchasing, Customer Service) • Budgetplanung und -verantwortung für alle Supply Chain Kosten • Verantwortung für alle operativen und strategischen Einkaufsprozesse• Lieferantenauswahl, -Bewertung und Verhandlungen • Aufbau und Weiterentwicklung von Lieferanten- und Kundenbeziehungen• Entwicklung der S&OP Prozesse und Strukturen (Demand & Supply Planning) • Management der externen Logistik-Dienstleister (Transport & Warehousing) • Kontinuierliche Prozessanalysen und -verbesserungen und Etablierung von Lean Standards • Zusammenarbeit mit dem Headquarter in Italien

SHK is one of the leading wholesaler for the SHAP Business in Germany. The gruop has around 1.700 emplyoees with a topline sales of more than 550 Mln € sales. The SHK belongs to the international BME group. Key areas of responsbility: • People leadership scope: 450 SCM employees, 14 direct reports, reporting line to the SHK GM• Member of the national SHK Management Team & global BME SCM Group • Responsible for SHK group SCM E2E value chain incl. inventory management and supplier mgt. • Functional and disciplinary management of 330 logistic employees, 12 regional/central warehouses and more and 120 own trucks/drivers• Operational warehouse and transport and inventory management • Budget- and cost ownership for 50 MN € supply chain costs, 100 MN € Inventory • Continuous process improvement program and establishment of lean standards • Strategic and operational development of distribution network and WHS structure• Project- and change management of national cross functional, cross operating companies • Develop new logistical services for our customers• Define, document and estblish logistic operational processes and set up a BPO structure

As Philips, we want to create a memorable consumer care experience, we want to create customized solutions around 8 consumer needs. Our focus is to increase the consumer experience, to be easy accessable and to create seamless journeys. We are creating digital solutions to increase the the post purchase experience as well as pre purchase journey. • People leadership scope: 10 employees, + 11 markets/50 countries worldwide • Member of the global Consumer Care Management Team, Amsterdam • Responsible for global, continuous process improvements• Budget planning and cost ownership of central consumer care • Lead customer collaboration with international retailers (like Amazon, MSH, Lidl) • Project- and change management • Development and implement new service concepts (like refurbishment capabilities) • Implement and establish of lean tools • Development and implementation of a global business balanced scorecard• Leading the Consumer Care BPO Team (Business Process Ownership)

Key areas of reposibility as Director SCM and Consumer Care (After Market Services)Consumer Care: • People leadership scope: 30 employees• Member of the PH DACH MT, Hamburg and of the global Consumer Care MT, EHV• Budget and cost ownership for SCM Operations and Consumer Care • Development and implementation of a new, global Consumer Care strategy• Responsible for all service related processes,and KPIs such as repair & exchange, call center and customer/consumer satifaction • Development and implementation of new service processes, like a refurbishment for consumer goofs and new e-commerce sales platforms SCM Operations • People leadership scope: around 50 employees• Member of the DACH Management team, and of the global SCM Mgt. Team • Budget and cost ownership for all SCM Operations related processes • Operational and disciplinary responsibility for the O2C value chain • Development of a new SCM business balanced scorecard • Process quality management and continuous improvements • Co-operation and collaboration projects with retailers

SCM Operations • People leadership scope: around 50 employees• Member of the DACH Management team, and of the global SCM Mgt. Team • Budget and cost ownership for all SCM Operations related processes • Operational and disciplinary responsibility for the O2C value chain • Development of a new SCM business balanced scorecard • Process quality management and continuous improvements • Co-operation and collaboration projects with retailers

Responsible for "downstream logistic" at Consumer Lifestyle, which means: all WHS- and Transport related activitires towards our partners at the retails side, retailer returns and operational leadership role for 2 local warehouses for the DACH market. • People leadership scope: 9 employees• Member of the international SCM Teams (Eindhoven)• Cost ownership for all related Transport and WHS processes • 3PL management based on KPIs and quality standards • Customer return management via a local national return WHS. • International projects to increase processes and optimize costs structures. • Interface between logistic department and retail partners

Key areas of responsiblity: • People leadership scope: 6 employees• Building up and establishing a new Customer Service department in HH (Change management and transition, recruitment and training) • Operational responsibility for all transport and WHS processes (3PL Management)• Building a new logistic organization and merging 3 countries to a new DACH cluster • Regular benchmark analysis of Philips logistical processes• Leading via KPIs (document, analyse, corrective action)

Operational Management and process ownership of our own Philips Warehouse close to Frankfurt.• WHS and Transport process improvement and optimization • 3 PL Transport- and performance management based on KPIs. • Quality audits and performance validation together with 3PL• Management of actual product portfolio • Development of new KPIs as a strategic and operational management tool • Development and implementation of a new transport costs management and simulation tool• Managemenent of daily transshipment concept between european stock and local WHS