Greater Gothenburg Metropolitan Area
I’m a driven and proven Supply Chain Manager with a sourcing background, that truly enjoys being in the middle of where it all happens and can see the result of my efforts, making a change for the company. My strengths are experiences and process thinking within sourcing, supply chain, production and ERP systems, combined with ability to see the big picture and not focus on sub optimize each process. I also bring strong background in continuous improvements, analytical ability and an attitude that nothing is impossible, you only need to find a new way and never get stuck in old solutions and truths.
Responsible for the EBM sourcing team at GE Additive. We have focused on the integration to GE, including new terms&conditions, supplier agreements, improving payment terms, increasing quality performance, maintaining the high OTD, developing Additive common processes and finding common savings potentials. The last 6 months, we have, very successfully, prepared both the transition to a new ERP as well as moving our supply chain activities to Germany.
Responsible for the Demand Flow department, consisting of 9 skilled co-workers, of which 3 are planning finished goods and spare parts, 1 is responsible for our demand planning and 1 for the newly implemented S&OP process, 3are working with customer service and 1 focusing on logistics development. The department is responsible for flow of products from our factories to the sales companies and in some cases directly to end customers. This means planning is what we breathe every day to be able to keep the right stock where it is needed is a natural part of our daily business. Total turn over is approximately 2900MSEK and yearly growing double digit, which give us the challenge to do this without causing too much effect on our cash flow. I have during Q3-2015 and Q1-2016 been leading the work of developing supply chain strategies for the Construction division, to reach 2018 targets and 2020 visions, focusing on increasing stock turns at the same time as increasing service levels and decreasing logistics costs. We are now implementing these strategies and I'm since Q2-2016 the program manager for 10 strategic projects, reaching from master data quality, to warehouse footprint studies. We have since Q1-2017 finalized 3 Projects and see the results in our KPIs. Thanks to our resent acquisitions of Pullman and part of Atlas, we have been running to high speed integration projects, a true challenge to get a smooth transition.
-Responsible for categories Machined and Casted Parts, approximately annual volume of100MSEK -Strategic development of supplier network including developing evaluation criterias and tool -Initiating and driving spend reducing projects, resulting in between 5 to 50% reduction
- Responsible for warehouse, 7 blue collars - Responsible for material planning, 5 White collars - Process improvement to ensure master data quality - Updated planning process and parameters to ensure part availability and stock turns.