Denmark
I am an experienced operations executive with +20 years experience in the FMCG, marine, aviation, and automation industries. In my current role as Supply Chain Director, I have consistently delivered operational excellence by developing and executing scalable, cost-effective, and value-driven strategies that support growth and resilience in multisite organizations. I bring deep functional expertise in supply chain management, production, procurement, logistics, LEAN, and process optimization—combined with a strong commercial mindset and a holistic understanding of business operations. My strategic focus is on delivering measurable impact across the operation, such as reduced lead times, improved delivery reliability, enhanced cash flow, and increased profitability. I thrive in multicultural environments and excel at building high-performing teams that are aligned around common goals. I consistently challenge status quo to develop smarter and agile operating models that respond to changing market conditions. I create value by building cross-functional teams and aligning operations with the overarching business strategy through driving digital transformation and automation to improve efficiency and scalability. I excell at designing and implementing robust end-to-end operational frameworks and delivering cost optimizations without compromising service quality or compliance, and always with the end customers in mind.
Danfoss High Pressure Pumps, Global end to end supply chain, SIOP, procurement, production, planning, PTA, warehouses, logistics, quality, EHS and service and repair funktions • Driving LEAN implementation to increase productivity 10% • Establishing production strategy and driving CAPEX for automation and robotics in steel manufacturing and assembly • Establishing end to end KPI base to drive operational efficiency and setting strategic direction • Implement structured PFMEA, FAI and control plans to ensure end to end quality and compliance • Driving IATF and ISO audits to ensure internal and external compliance • Establishing inventory review and reduction processes to reduce overstock by 40% • Implementing supplier contract compliance processes to ensure quality adherence and improve payment terms
Overall responsible for end-to-end supply chain, procurement, planning, production, SIOP, warehousing and shipping for Beumer Group Denmark with purchasing budget of 1.4 bill. DKK • Driving customer centricity throughout the supply chain organization • Rollout of S&OP function including SPOC • Production optimization, improving manpower productivity from 73% to 87% • Implemented integrated supply chain KPIs, improving throughput in receiving and logistics which increased On Time In Full to customers from 72% to 95% • Optimization of supply chain from producing sites to customers through improved container fill rates, alternative lanes and standardized SOP between Project Teams and Shipping • Implemented global Category Strategy setup for key commodities • Responsible for relocating BDK production to China and establishing Global Customer Parts Center • Leading new CAPEX investments in production and warehousing • Reduced external warehousing cost by 24% by closing 2 external warehouses and optimizing stock Driving SC efficiency improvement project, increasing production efficiency from 62% to 106% and delivery performance from 14% to 99% and reducing stock holding from 368 to 210 mill DKK • Increasing productivity from 28% to 86% through LEAN and robotics implementation in production and warehousing • Leading warehouse consolidation project from 5 to 1 warehouse, reducing annual cost by 22 mill DKK • DK responsible for SC SAP implementation, delivering headcount reduction across all departments while increasing throughput • Reducing Spare parts backlog from 6800 to 250 order lines • Established Industrial Engineering function to reduce total cost through design to cost projects and implemented 2 robot-based solutions, reducing manpower 50% and output by 78%
Overall responsible for supply chain, warehousing, production, S&OP, PTA and Procurement for Arla Foods in MENA, with purchasing budget of +800 Mill. USD • Responsible for +420 employees across MENA, dairy production site in Riyadh, 14 warehouses across Saudi Arabia and 278 vehicles • Driving Lean efforts and reduction of networking capital in the MENA region • Production optimization, capacity expansion and Site Responsible. • Implemented Arla dairy site KPIs and standard reporting, improving output and cost while driving safety mindset • Optimization of logistics from dairies in Denmark and Saudi Arabia to MENA markets with particular focus on improving on time delivery performance while reducing environmental impact • Implementation of best practices in distribution and warehousing across region • Setup regional procurement office, driving supplier and spend consolidation, resulting in savings of 22 mill USD YOY • Responsible for SC setup with JV partners across the region and establishing production ans warehouse sites in Ivory Coast, Egypt, Nigeria and Senegal • Responsible for establishing 3PL warehouse and logistics operations in all African markets • Leading regional implementation of forecasting, ordering and inventory systems • Leading new CAPEX investments in dairies and SC operations across MENA • Designed and build new fully automated warehouses in Riyadh, Iraq, UAE, Nigeria and Kuwait • Increased production output by 48% while reducing staffs by 18% and cost/kg by 42% • Implemented Lean and 6S in production and implemented logistics automation and robot technology • Reduced inventory holding by 26%, resulting in saving of USD 24 mill USD • Established exports department and increasing export volumes by 38%
• Responsible for purchasing budget of +500 Mill. USD & managing SC departments with 91 staffs • Responsible for consolidation of main commodities at Global level to obtain direct cost savings of 2,7 Mill. USD in 2013 • Responsible for SCM set-ups at Global level under JCI Denmark while heading Lean Production project, reduced TWC 20%, production throughput 15% • JC Leadership Edge program (1 of 30 annually out of 150.000 employees) • Designed and implemented Global Marine Spare Parts SCM structure and heading SC in Denmark, UAE, Singapore, Miami, Sweden, China, UK, India and Germany • Wrote and implemented SCM SLAs with 10 Spare Parts hubs globally • Relocated warehouse function from Denmark to China in a 3PL setting • Rolled out Integrity and Compliance policies and processes globally to reduce supply chain risk • Roll-out Global Supply Chain systems and processes to streamline organization, improving delivery performance from 64% to 95% • Global Commodity Strategy to achieve purchasing power and consolidation of Warehouse operations in Denmark, decreased cost 15% • New forecasting system, improved on-time performance from 77% to 92% • Consolidation of functions and introduction of Lean, reduced direct costs 15% • Responsible for SCM parts of Oracle ERP roll-out for 2 business units
- Heading roll-out of Global SCM strategy across multiple business units - Responsible for purchasing budget of +200 Mill. USD - Managing 6 departments with +30 staffs in Denmark & APAC (Strategic and Operational Procurement, Warehousing, Shipping, Production, Repair shop) - Responsible for consolidation of main commodities at Global level to obtain cost savings of +1 Mill. USD/year - Responsible for business SCM set-ups in Denmark, UAE, Singapore, Miami, Sweden, China, Thailand, UK, US, India and Germany. - Entered Johnson Controls Leadership Edge program (1 of 30 leaders nominated annually out of 150.000 employees).
Regional Supply Chain Manager at Johnson Controls International, Specialty Markets, Global Marine. Responsible for 5 departments, Sourcing, Procurement, Shipping, Warehouse and Repair shop with total 25 staffs. Handles purchasing from 1000+ suppliers in 23 countries. Responsible fo the Global SCM strategies as well as operational SCM.
• Responsible for supply chain and production planning for manufacturing Joint Strike Fighter aircrafts, AugustaWestland helicopters, F-16 spares and Tornado reconnaissance pods. • Managing 5 departments with 24 staff (Strategic Procurement, Operational Procurement, Receiving, Shipping, Production Planning) • Sourcing of raw materials, chemicals, semi-finished goods and subcontracting services. • Optimization and consolidation of Production Planning with new ICT tools. • Responsibility for purchasing +180 mio DKK. • Responsibility of operational budget of +12 mio DKK • Development of frame agreements with international raw material suppliers, price negotiations, T&C • Implementation of production planning system (decreased delivery time 50%) • Development and implementation of composite material handling system (decreased material scrap 80%) • Consolidation of departments and introduction of Lean in Receiving and Shipping (decreased costs by 15% and 25% respectively)