Responsible for all Operations and Supply Chain activities in Qubiqa A/S.

RESPONSIBILITIESOwn global capacity commitments towards the rolling S&OP process as well as ongoing strategic business cases. Represent supply side in global Management Business Review.Supply risk & opportunity management.Develop and expand capacity in all business units (14 plants/4 regions). Leverage with Engineering teams and cross functional stakeholders on capacity increasing actions. Continuous development of global S&OP process.Define cycle time and direct labor targets for product engineering.Global planning process owner. RESULTSVast network built in the company across all plants, core functions and key stakeholders securing influence on all main activities related to product supply and throughput.Established company wide risk management processes securing continuous transparency on the risks potentially impacting the capacity commitments made to our customers. Connected to the risks are mitigation proposals and actions to manage the identified risks and to ensure responsibility is clearly assigned.Increased capacity by cycle time reduction through good practice sharing across plants and products. Continuously align capacity expectations with leadership across 4 regions and 14 plants.Launched integrated model connecting direct labor and cycle time for end-to-end development and improvement.

RESPONSIBILITIESOperate and develop supply alignment processes in the global S&OP process.Manage cross functional process - Global Supply Review - where risks to the ongoing planning are analyzed and used as input to plan improvement.Improve planning assumptions used for managing capacity. Align improvements with business units/plants.RESULTSDeveloped Global Supply Review to become the main company forum for aligning risks on committed capacity.Improved process for managing capacity commitment during product ramp-up.

RESPONSIBILITIES:P&L and operations management responsibility for the largest Danish operation of domestic temperature regulated transport. Business Units:- CONTRACT: dedicated transport system for the largest Danish retail company (COOP). - LTL: part load transport system collecting food products and distributing the goods to the Retail DCs.KEY FACTS:Turnover: ca. 45mEUR per year.Footprint: 4 Danish sites: Vejle, Bjæverskov, Struer, Vejen.Head count: 26 FTE including 4 managers.Activity level: ca. 185 hauling units (trucks) on the road daily.RESULTS:General: - Successful operational coupling of the Contract and LTL business areas.- Domestic department consolidation started by discontinuing transport planning at one site. Results were increased transparency and annual fixed cost savings of ca. 0,3mEUR.- Plan for team development implemented.- Monthly reporting structure simplified (less power point --> more facts and focus)Top line:- Drove project targeting increased profitability from customer base and preparing the roll-out of price increases to be implemented Q1 2015. Expected effect: +1,1mEUR annually / +4,4% contribution margin.Direct cost:- Implemented new calculation model with external hauliers increasing focus on productivity and decreasing the cost. Proven savings: 5% / ca. 0,6mEUR annually.- Increased the number of external hauliers being payed by self billing (as opposed to invoicing) from less than 75% to more than 90% while enlarging the external haulier pool. Result was increased quality of spend control.- Started transition process from primarily using internal haulier capacity to using (ultimately) only external capacity. In 2014 20% on the haulier pool changed from being internal to becoming external. This gave higher agility in the capacity pool and ensured cost where linked directly to the activity level of the business.- Developed and implemented simple tool for monitoring trucking EUR/h and EUR/KM on a weekly level.

RESPONSIBILITIES:- Manage and develop current integrated logistics solutions.- P/L responsibility for Logistics business area.- Key Account Management and sales back office management.- Operational management of warehouses in Denmark and Germany.- Strategy / Develop the overall business.- Participation in supervisory board meetings.- IT operations and development. - Headcount responsibility: 4 managers and team leaders + 15 operational staff.RESULTS BY AREA OF RESPONSIBILITY:OVERALL STRUCTURE AND ORGANISATION:Driving new strategy ensuring cost flexibility (moving away from being trucking business to becoming a shipping and logistics business).Screening potential board members and facilitating hiring of new member later becoming chairman of the company board.Drove and participated in processes leading to the company attaining certifications as AEO (Authorised Economic Operator), Known Consignor and Approved Freight Haulier.Implemented new structure in management meetings increasing accountability. Implementation of 5S.CUSTOMERS/MARKET:Recaptured (FMCG) customer who left due to cost considerations. After developing a new generic price/cost concept yielding full transparency and ensuring that costs follow customer activities, the customer returned. Results were a happy customer and foundation of a long lasting relationship. VMI concept developed and implemented with large Danish industrial customer.Development and ramp-up of logistics solution with a large Danish customer (Discount retail) starting business in Germany. Gradual development and implementation of new services creating extra value for the customer and creating further distance to competing logistics service providers.Consolidated and developed existing customers.

RESPONSIBILITIES:Strategic and tactical sourcing of indirect materials and services (OPEX). Global strategic logistics responsibility.RESULTS:Bottom line improved with 7 mEUR during 2010 and 2011. Led global project on (wind turbine) blade transport equipment process standardizationProject streams: A) Equipment design optimization. Status: low cost design is developed at Indian engineering partner.B) Traceability and demand planning. Status: pilot of future solution being implemented in Little Rock (AR/US) Q1 '12.C) Future business model. Status: baseline solution found.Global logistics (Sea/Air) tender process executed w. solid double digit percentage saving.

RESPONSIBILITIES:All supply chain activities in the North European division (4 plants / 800 mDKK). Part of region management team.Reports: 35 total, 11 direct. Hereunder Sourcing, Warehouse and Logistics and Sales manager.RESULTS:Successful ramp up of supply chain activities in Polish plant. Responsible for orders and materials processes.Remote management and development of Danish and Polish supply chain teams.Cost and cash flow optimization (sourcing, inventory value) in down turning marketNegotiations with the group’s largest customer regarding adapting the lower demand in a down turning market while maintaining long term partnership.Capacity reduction 4 times during 2009 reducing headcount with 1.900 and closing the two largest plants resulting in discontinuation of large scale manufacturing in Denmark.Represented company management in law suit (arbitration). Case was won.Dissemble existing division structure and handover of processes to new merged region.

Supply Chain Optimisation and Strategy Development

Master Planning responsible for European operations.Strategic development of the European Supply Chain.

Managing Planning and Forwarding Departments.Develop the factory together with the management group.

Responsible for Planning Department.Budget responsible.Develop cross-european Sales & Planning co-operation.