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(Actualizado 2022-12-10.)Procurement
København, Danmark
Principiante Danish, Svenska, Norwegian, English
- Xxxxx
- Xxxxxx
- Xxxxxxx
Habilidades (30)
Procurement
BUYING
LOGISTICS
PURCHASING
BUYING/PROCUREMENT
SOP
RELATIONSHIP MANAGEMENT
SRM
Project Management
BUDGET
SAP
CONTINUOUS IMPROVEMENT
OPERATIONS
GMP
PACKAGING
PURCHASE ORDERS
R3
Mechanical Engineer
ISO STANDARDS
MECHANICAL/ELECTRICAL ENGINEER
Change Management
COACHING
NAVISION
ISO 9000
LOTUS NOTES
KEY ACCOUNT
FORKLIFT
PIPELINE
SELF MOTIVATED
MICROSOFT PROJECT
Experiencia profesional
freelance consultant
Gulstad Consulting
2021-01 - Presente
I was approached by a fellow professional in my networking circle offering me an advisory role within his Logistics company. This is a part time role occupying no more that 10 hours per week.
My main working area concentrates on logistics optimisation and logistics tenders.
I ensure that the tenders contain all necessary component parts have all needed requirements needed such as, requirements for handling incoming goods, return order, storage space, requirements for specialist products (hanging, confectionery, packaging in special boxes) and it can be priced, so that it can subsequently be compared - basically build up the tender in a professional way.
I also analyse the incoming offers and create overview of the cost elements to make sure our customer can take a decision based on relevant facts.
The company I work for is GreenWay Logistics ApS, a company that primary works with customers within Danish Fashion and Textile (Industry and employers' association for the Danish fashion and textile companies).
My main working area concentrates on logistics optimisation and logistics tenders.
I ensure that the tenders contain all necessary component parts have all needed requirements needed such as, requirements for handling incoming goods, return order, storage space, requirements for specialist products (hanging, confectionery, packaging in special boxes) and it can be priced, so that it can subsequently be compared - basically build up the tender in a professional way.
I also analyse the incoming offers and create overview of the cost elements to make sure our customer can take a decision based on relevant facts.
The company I work for is GreenWay Logistics ApS, a company that primary works with customers within Danish Fashion and Textile (Industry and employers' association for the Danish fashion and textile companies).
Contract Manager
Danish Ministry of Defence acquisition and Logistic organization
2019-01 - Presente
acting Category Manager
2020-05 - 2022-01
• Implemented a system for pro-active price indexation.
• Optimized/improved the booking system and saved 5400 purchase orders yearly and reduced the logistic cost.
• Optimized/improved the booking system and saved 5400 purchase orders yearly and reduced the logistic cost.
o Project lead
Tenders
2019-01 - 2021-01
Optimization of the inbound area in DALO/ FMI's main warehouse to reduce handling time.
• Create an economist "goods receipt" of inbound goods in SAP" when the goods have been collected, depending on Incoterms and the booking process for the transportation.
In addition to this I am actively involved in a range of projects from a new box warehouse, to price policy for new agreements.
Achievements: • Leading person in a project for conducting Supplier Relationship Management (SRM) - several suppliers have improved their performance.
• Project lead to optimize the handle time for inbound area at our main warehouse, several points have been implemented and more are in the pipeline.
• Create an economist "goods receipt" of inbound goods in SAP" when the goods have been collected, depending on Incoterms and the booking process for the transportation.
In addition to this I am actively involved in a range of projects from a new box warehouse, to price policy for new agreements.
Achievements: • Leading person in a project for conducting Supplier Relationship Management (SRM) - several suppliers have improved their performance.
• Project lead to optimize the handle time for inbound area at our main warehouse, several points have been implemented and more are in the pipeline.
Contract Manager
DALO/FMI
2020-07 - 2020-07
Danish Ministry of Defence Acquisition and Logistics Organisation (DALO) or in Danish, "Forsvarsministeriets Materiel- og Indkøbsstyrelse" (FMI) is the specialized materiel centre and logistics authority of the Danish Defence.
As a Contract Manager in the newly created Supply Chain organisation (July 2020) I am responsible for managing framework agreements and providing commercial/ contractual advice.
My main responsibilities are optimization of supplier collaboration and Supplier Relationship Management (SRM), where I am the project lead. We are primary using a home development tool for SRM, called Supply Walk, with a very satisfied result, but have a range of tools based on experience.
The goal is to secure FMI's/DALO's contractual rights by: o Promote and lead supplier dialogue with a focus on improving compliance on the agreements.
o Optimize activities with suppliers to ensure delivery performance continually improves, in a collaboration across the supply chain organisation, o Identify and minimize unnecessary logistics costs within given collaboration agreements, o Ensure calculations on price development in a timely and professional way.
In addition to this this my area of responsibilities include o Reading and commenting on draft agreements to ensure my knowledge of operational conditions is put into play to optimise the contracts, within all parts of transportation - today we have over 30 agreements o Acting Category Manager for Transportation, during Tender "World Wide Transportation services" and other
As a Contract Manager in the newly created Supply Chain organisation (July 2020) I am responsible for managing framework agreements and providing commercial/ contractual advice.
My main responsibilities are optimization of supplier collaboration and Supplier Relationship Management (SRM), where I am the project lead. We are primary using a home development tool for SRM, called Supply Walk, with a very satisfied result, but have a range of tools based on experience.
The goal is to secure FMI's/DALO's contractual rights by: o Promote and lead supplier dialogue with a focus on improving compliance on the agreements.
o Optimize activities with suppliers to ensure delivery performance continually improves, in a collaboration across the supply chain organisation, o Identify and minimize unnecessary logistics costs within given collaboration agreements, o Ensure calculations on price development in a timely and professional way.
In addition to this this my area of responsibilities include o Reading and commenting on draft agreements to ensure my knowledge of operational conditions is put into play to optimise the contracts, within all parts of transportation - today we have over 30 agreements o Acting Category Manager for Transportation, during Tender "World Wide Transportation services" and other
Team Leader Procurement - Nordic & Baltic
BASF
2016-01 - 2019-01
BASF is the world's leading chemical company, with about 111,000 employees, serve customers and partners in almost all countries of the world, with sales of c€76 billion.
As the Team Leader for Procurement activities within the Nordic/Baltic region, covering 12 productions sites and sales offices across the region, my main responsibility was the efficient management of all procurement activities by ensuring reliable, economic and competitive supply of all indirect and direct spending including logistics.
Some categories were managed locally, others were managed in close cooperation with global or regional category managers spread over Europe.
I managed an international team of five to six buyers in Copenhagen, where two were local Category Managers and three were local byers. Reported to my direct manger, located first in the UK and later in Belgium, but reported also directly to the head office in Germany.
I was directly responsible for all procurement activities for two GMP approved production sites, and continued as the local Category Manager for logistics procurement, forklift, fleet and CAPEX as local category manager I provided cross country sourcing leadership and support to stakeholders at all levels of the organization and developed local procurement strategies for local owned categories and supported global category managers in an innovative and cost-effective way.
A key area was sourcing and engaging reliable suppliers and vendors, and development of SRM. Maintaining business communication with internal and external stakeholders was a key area of my responsibility, whilst also being an active member of the BASF Nordic/Baltic manufacturing community.
• Change management and maintaining a good working environment, by coaching my team, • Develop and implement procurement strategies concepts for all sites in the Nordic and Baltic countries.
• Delivery of savings and alignment of needs with requisitions, tendering, negotiation, business awarding and contract design.
As the Team Leader for Procurement activities within the Nordic/Baltic region, covering 12 productions sites and sales offices across the region, my main responsibility was the efficient management of all procurement activities by ensuring reliable, economic and competitive supply of all indirect and direct spending including logistics.
Some categories were managed locally, others were managed in close cooperation with global or regional category managers spread over Europe.
I managed an international team of five to six buyers in Copenhagen, where two were local Category Managers and three were local byers. Reported to my direct manger, located first in the UK and later in Belgium, but reported also directly to the head office in Germany.
I was directly responsible for all procurement activities for two GMP approved production sites, and continued as the local Category Manager for logistics procurement, forklift, fleet and CAPEX as local category manager I provided cross country sourcing leadership and support to stakeholders at all levels of the organization and developed local procurement strategies for local owned categories and supported global category managers in an innovative and cost-effective way.
A key area was sourcing and engaging reliable suppliers and vendors, and development of SRM. Maintaining business communication with internal and external stakeholders was a key area of my responsibility, whilst also being an active member of the BASF Nordic/Baltic manufacturing community.
• Change management and maintaining a good working environment, by coaching my team, • Develop and implement procurement strategies concepts for all sites in the Nordic and Baltic countries.
• Delivery of savings and alignment of needs with requisitions, tendering, negotiation, business awarding and contract design.
Value Driver Meetings, Site Activity plans, SAM Communication Concept
BASF
2017-01 - 2018-01
My tasks changed to implement the new defined buying process by focusing on business continuity, change management and maintaining a good working environment, whilst leading the transition towards the new central driving operating set-up.
The set-up included the SAP Ariba operated by a central team in Berlin, Germany, without local category managers and byers.
My main task was to now to implement the new defined buying process, as well as ensuring a secure knowledge transfer into the new organization.
Achievements: • 3% savings across procurement.
• Managed, coached and developed my team.
• Made sure strategies for local procurement activities and categories were implemented and running.
• Ensured stabilization and drive improvement initiatives.
• Implemented Supplier Relationship Management (SRM) for other categories • Implemented Site Account Management for all sites (SAM) (Value Driver Meetings, Site Activity plans, SAM Communication Concept) • Became an active member of the Nordic/Baltic/UK/Ireland/Holland and Belgian procurement management team • Stayed on budget • Pushed transition towards a new operating model (SAP Arriba) on the defined buying process • Secured business continuity
The set-up included the SAP Ariba operated by a central team in Berlin, Germany, without local category managers and byers.
My main task was to now to implement the new defined buying process, as well as ensuring a secure knowledge transfer into the new organization.
Achievements: • 3% savings across procurement.
• Managed, coached and developed my team.
• Made sure strategies for local procurement activities and categories were implemented and running.
• Ensured stabilization and drive improvement initiatives.
• Implemented Supplier Relationship Management (SRM) for other categories • Implemented Site Account Management for all sites (SAM) (Value Driver Meetings, Site Activity plans, SAM Communication Concept) • Became an active member of the Nordic/Baltic/UK/Ireland/Holland and Belgian procurement management team • Stayed on budget • Pushed transition towards a new operating model (SAP Arriba) on the defined buying process • Secured business continuity
Logistics Procurement Manager for Nordic & Baltic
BASF
2010-01 - 2016-01
I was responsible for the development of procurement strategies and transportation concepts for all BASF sites and businesses in Nordic and Baltic countries - and for the implementation of those strategies.
I had the responsibility to ensure efficient management of operational procurement activities, delivery of savings and alignments of needs with requisitions, tendering, negotiation, business awarding and contract design.
I ensured monitoring of key performance indicators, reporting, and maintain market and competitive intelligence, by building a strong network to suppliers and stakeholders.
I held regular meetings with stakeholders and providers regarding commercial or operational gaps and was an active player in continue improvement processes for the logistic area.
Finally, approximate 15% of my time was allocated to work as a local logistic consult.
Achievements: • Carried out full spend analysis to map out key stakeholders and identify quick wins across the logistics sub categories of Road, Bulk, Warehousing, Air, Freight, Fleet Containers, Tank Rental, Companies cars and forklift • Established and developed relationships with key stakeholders at both manufacturing facilities and BASF HQ to secure buy in for regional strategy (detail level of stakeholders) • Moved and reduced the numbers of warehouses in the region.
• Project lead for warehouse and transportation changes, after end tender process • Established and developed relationships with suppliers in the whole area • Operated as a mediator to resolve issues between BASF group's desires and local stakeholder needs delivering a regional hybrid strategy • Acted as internal consultant utilizing operational knowledge of warehousing, FTL, PTL, 3PL to streamline regional logistics operations across warehouses.
• Disciplinary manager for the procurement team in Copenhagen • Delivered in 2013 a bottom line saving (cash out) on 1M£ (per year over the next 3 years) • Part of a team tendering out regional freight corridor with a value on 35M£ • Member of the Warehouse group for Europa • Member of the Logistics Procurement community where we met 3 times yearly with colleagues from Europa, Russia, Africa and the Middle East • Supplier Relationship Management (SRM) in place for all critical suppliers.
I had the responsibility to ensure efficient management of operational procurement activities, delivery of savings and alignments of needs with requisitions, tendering, negotiation, business awarding and contract design.
I ensured monitoring of key performance indicators, reporting, and maintain market and competitive intelligence, by building a strong network to suppliers and stakeholders.
I held regular meetings with stakeholders and providers regarding commercial or operational gaps and was an active player in continue improvement processes for the logistic area.
Finally, approximate 15% of my time was allocated to work as a local logistic consult.
Achievements: • Carried out full spend analysis to map out key stakeholders and identify quick wins across the logistics sub categories of Road, Bulk, Warehousing, Air, Freight, Fleet Containers, Tank Rental, Companies cars and forklift • Established and developed relationships with key stakeholders at both manufacturing facilities and BASF HQ to secure buy in for regional strategy (detail level of stakeholders) • Moved and reduced the numbers of warehouses in the region.
• Project lead for warehouse and transportation changes, after end tender process • Established and developed relationships with suppliers in the whole area • Operated as a mediator to resolve issues between BASF group's desires and local stakeholder needs delivering a regional hybrid strategy • Acted as internal consultant utilizing operational knowledge of warehousing, FTL, PTL, 3PL to streamline regional logistics operations across warehouses.
• Disciplinary manager for the procurement team in Copenhagen • Delivered in 2013 a bottom line saving (cash out) on 1M£ (per year over the next 3 years) • Part of a team tendering out regional freight corridor with a value on 35M£ • Member of the Warehouse group for Europa • Member of the Logistics Procurement community where we met 3 times yearly with colleagues from Europa, Russia, Africa and the Middle East • Supplier Relationship Management (SRM) in place for all critical suppliers.
Warehouse manager
Gude indretning A/S
2008-01 - 2009-01
Gude Indretning A/S was a furniture and interior design firm with a wide range of Danish and international furniture brands for residential, commercial and project.
Responsibility for warehousing, and transportation - both own and outsourced.
• Daily planning and management • Optimized layout and work processes • Writing and implement new procedure • Regular meeting with stakeholders • Plan was to be the logistic manager, but the finical cries ended the firm.
Achievements: • Established a functional and effective warehouse • Established a functional and effective outbound process • Cut cost by 15 % during the first 5 months.
• Carried out full spend analysis to map out key stakeholders and identify quick wins • Established and developed relationships with key stakeholders.
Responsibility for warehousing, and transportation - both own and outsourced.
• Daily planning and management • Optimized layout and work processes • Writing and implement new procedure • Regular meeting with stakeholders • Plan was to be the logistic manager, but the finical cries ended the firm.
Achievements: • Established a functional and effective warehouse • Established a functional and effective outbound process • Cut cost by 15 % during the first 5 months.
• Carried out full spend analysis to map out key stakeholders and identify quick wins • Established and developed relationships with key stakeholders.
DC Planner Manager
Procter & Gamble Denmark A/S
2007-01 - 2008-01
P&G brought Gillette in an acquisition in 2006 A staggering 3 trillion people across the globe P&G products every day of the week.
P&G has 22 brands that each has a global turnover of more than one billion U.S. dollars. Among these are, Always, Ariel, Bounty, Braun, Crest, Duracell, Gillette's Mach 3 and H & S, Olay, Oral-B, Pampers, Pantene, Pringles and Wella P&G products are Fast Moving Consumer Goods (FMCG).
Main responsibilities were termination of Gillette's 3. Part logistics provider and physical movement of products to P&G's 3. Part logistics provider (DHL in Sweden), including training, data, customer logistics agreements etc. and daily management of 3PL.
(50.000 pallets, 500-800 order per. day) • Vital player for the Gillette warehouse and transportation integration • Daily management of 3PL including KPI's and inventory management.
• Responsibility for all inbound, warehouse, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Responsibility for security, dangerous goods etc.
• Strong key account/stakeholders/customer relationships.
• Budget, SOP etc • SAP key user.
• Reducing inventory, capacity calculations and budget responsibility • Ongoing optimize working processes for warehousing and transportation by ongoing reducing costs, without negatively affecting the service level • Backup person for outbound transportation and Q&A Achievements: • Close to perfect physical movement of products to P&G's 3. Part logistics provider (DHL in Sweden), including training, data, customer logistics agreements etc • Established and developed relationships with key stakeholders at both manufacturing facilities and Nordic HQ.
• Steam lined processes for warehousing (Lean) • Handed over the critical co-packing process with good result • Operated as a mediator to resolve issues between service providers and P&G.
• Acted as internal consultant to steam lined processes for warehousing (Lean) • Budget • Was nominated to be part of Europa warehouse team
P&G has 22 brands that each has a global turnover of more than one billion U.S. dollars. Among these are, Always, Ariel, Bounty, Braun, Crest, Duracell, Gillette's Mach 3 and H & S, Olay, Oral-B, Pampers, Pantene, Pringles and Wella P&G products are Fast Moving Consumer Goods (FMCG).
Main responsibilities were termination of Gillette's 3. Part logistics provider and physical movement of products to P&G's 3. Part logistics provider (DHL in Sweden), including training, data, customer logistics agreements etc. and daily management of 3PL.
(50.000 pallets, 500-800 order per. day) • Vital player for the Gillette warehouse and transportation integration • Daily management of 3PL including KPI's and inventory management.
• Responsibility for all inbound, warehouse, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Responsibility for security, dangerous goods etc.
• Strong key account/stakeholders/customer relationships.
• Budget, SOP etc • SAP key user.
• Reducing inventory, capacity calculations and budget responsibility • Ongoing optimize working processes for warehousing and transportation by ongoing reducing costs, without negatively affecting the service level • Backup person for outbound transportation and Q&A Achievements: • Close to perfect physical movement of products to P&G's 3. Part logistics provider (DHL in Sweden), including training, data, customer logistics agreements etc • Established and developed relationships with key stakeholders at both manufacturing facilities and Nordic HQ.
• Steam lined processes for warehousing (Lean) • Handed over the critical co-packing process with good result • Operated as a mediator to resolve issues between service providers and P&G.
• Acted as internal consultant to steam lined processes for warehousing (Lean) • Budget • Was nominated to be part of Europa warehouse team
3PL Co-coordinator
Gillette, Braun, Duracell and Oral B
2000-01 - 2007-01
of Gillette Nordic Gillette had the following brands, Gillette, Braun, Duracell and Oral B all Gillette products was Fast Moving Consumer Goods (FMCG).
I was responsible for all warehousing activities and distribution for the whole Nordic Region. Gillette's warehouse and distribution was outsourced to a 3PL supplier. (9.000 pallets, 500-800 order per. day) Beside this, I was responsible for planning and execution of all co-packing activities within the area, including new products launch Basic I was responsibility for all inbound, warehouse, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Responsibility for security, dangerous goods etc.
• Strong key account/stakeholders/customer relationships.
• Budget, SOP etc • SAP key user.
• Daily management of 3PL including KPI's and inventory management • Responsibility for the budget and service provider negotiation • Tendering • Responsibility for all inbound, warehouse, outbound, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Regular meeting with stakeholders.
• SAP R3 key user, - Part of the team that lead the implantation of SAP in Gillette in Nordic.
• Negation with our 3. part logistics providers • Played a very strong and active role in many projects • Strong key account/customer relationships.
• Reduced costs ongoing without negatively affecting service level • Developed and implemented KPI's, cycle counts (removed the yearly stock take), return process and process for non-moving products • Responsible for stock reduction (including the process for slow & non moving products) • Developed and implemented business resumption plans Achievements: • Carried out full spend analysis to map out key stakeholders and identify quick wins across the logistics spend in Nordic • Moved and integrated different warehouses locations and processes into one into one well working DC for Gillette Nordic • Established and developed relationships with key stakeholders at both manufacturing facilities and HQ • Established and developed relationships with suppliers • Reorganized the whole co-packing set-up • "played a very proactive role in enabling the WE customization team to move to a centralized planning and procurement model for materials and services while keeping local execution".
• "The Nordic operation was always on the leading edge of this change under his leadership" • Project leader for ongoing continuous improvement program for supply chain area to reduced costs ongoing without negatively affecting service level • Developed and implemented KPI's, cycle counts (removed the yearly stock take), return process and process for non-moving products • Responsible for stock reduction (including the process for slow & nonmoving products) • Developed and implemented business resumption plans • Played a very strong and active role in many projects, including a greenfield warehouse covering whole Europa • Tendered the Nordic business with savings on 11% • SAP implementation team (not sure I will do that again)
I was responsible for all warehousing activities and distribution for the whole Nordic Region. Gillette's warehouse and distribution was outsourced to a 3PL supplier. (9.000 pallets, 500-800 order per. day) Beside this, I was responsible for planning and execution of all co-packing activities within the area, including new products launch Basic I was responsibility for all inbound, warehouse, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Responsibility for security, dangerous goods etc.
• Strong key account/stakeholders/customer relationships.
• Budget, SOP etc • SAP key user.
• Daily management of 3PL including KPI's and inventory management • Responsibility for the budget and service provider negotiation • Tendering • Responsibility for all inbound, warehouse, outbound, co-packing, Claims, returns goods, Hazards Goods, security etc.
• Regular meeting with stakeholders.
• SAP R3 key user, - Part of the team that lead the implantation of SAP in Gillette in Nordic.
• Negation with our 3. part logistics providers • Played a very strong and active role in many projects • Strong key account/customer relationships.
• Reduced costs ongoing without negatively affecting service level • Developed and implemented KPI's, cycle counts (removed the yearly stock take), return process and process for non-moving products • Responsible for stock reduction (including the process for slow & non moving products) • Developed and implemented business resumption plans Achievements: • Carried out full spend analysis to map out key stakeholders and identify quick wins across the logistics spend in Nordic • Moved and integrated different warehouses locations and processes into one into one well working DC for Gillette Nordic • Established and developed relationships with key stakeholders at both manufacturing facilities and HQ • Established and developed relationships with suppliers • Reorganized the whole co-packing set-up • "played a very proactive role in enabling the WE customization team to move to a centralized planning and procurement model for materials and services while keeping local execution".
• "The Nordic operation was always on the leading edge of this change under his leadership" • Project leader for ongoing continuous improvement program for supply chain area to reduced costs ongoing without negatively affecting service level • Developed and implemented KPI's, cycle counts (removed the yearly stock take), return process and process for non-moving products • Responsible for stock reduction (including the process for slow & nonmoving products) • Developed and implemented business resumption plans • Played a very strong and active role in many projects, including a greenfield warehouse covering whole Europa • Tendered the Nordic business with savings on 11% • SAP implementation team (not sure I will do that again)
Warehouse manager
Berendsen PMC
1998-01 - 2000-01
Today the name is PMC Technology A/S and they employ around. 130 employees.
PMC Technology's core competencies are the design, construction and assembly of hydraulic systems and pneumatic systems, including sales of technical components for hydraulic and pneumatic technology.
• Daily management of the warehouse with a staff of 18 people • Responsibility for the budget • I reorganized all warehousing and distribution, closed and moved local warehouses to a new built site. (30-40 people the first 3 months) • Organized and built up the new warehouse to a cost-effective unit • Negations with service providers • I also needed to secure that the production has all the right products in the right time for production, in collaboration with the planners.
• Optimized processes, both internally and with suppliers, primarily concerning service delivery and safety stock for production.
• Responsible for stock reduction • Budget Achievements: • Reorganized all warehousing and distribution, closed down and moved 3 local warehouses to a new built site. (30- 40 people the first 3 months) • Organized and built up the new warehouse (DC) to a cost effective unit • Negations with service providers • Optimized process for picking of products to own production • Optimized the performance without negatively affecting the service level • Implemented flex time for all warehouse personal • Cut cost by approx. 8 % • Member of the team lead group
PMC Technology's core competencies are the design, construction and assembly of hydraulic systems and pneumatic systems, including sales of technical components for hydraulic and pneumatic technology.
• Daily management of the warehouse with a staff of 18 people • Responsibility for the budget • I reorganized all warehousing and distribution, closed and moved local warehouses to a new built site. (30-40 people the first 3 months) • Organized and built up the new warehouse to a cost-effective unit • Negations with service providers • I also needed to secure that the production has all the right products in the right time for production, in collaboration with the planners.
• Optimized processes, both internally and with suppliers, primarily concerning service delivery and safety stock for production.
• Responsible for stock reduction • Budget Achievements: • Reorganized all warehousing and distribution, closed down and moved 3 local warehouses to a new built site. (30- 40 people the first 3 months) • Organized and built up the new warehouse (DC) to a cost effective unit • Negations with service providers • Optimized process for picking of products to own production • Optimized the performance without negatively affecting the service level • Implemented flex time for all warehouse personal • Cut cost by approx. 8 % • Member of the team lead group
Warehouse manager
Olicom A/S
1997-01 - 1998-01
Olicom A/S was a big IT company in Denmark on Token-ring products, • My responsibility was managing of a staff of 25, working during the day time, and a team of 10-15 in the evening • My responsibility was all warehouses activities, distribution, planning and packing of all products to customer orders (Batch tracking) to the whole world.
• I reorganized the total warehousing and distribution set-up, including consolidates 3 warehouses into one effective unit.
• Managed and lead continues approve projects • Budget, service provider negotiation Achievements: • Reorganized the total warehousing and distribution set-up, including consolidates 3 warehouses into one effective unit.
• Implemented two shift working time and own temp poles • Optimized the performance without negatively affecting the service level
• I reorganized the total warehousing and distribution set-up, including consolidates 3 warehouses into one effective unit.
• Managed and lead continues approve projects • Budget, service provider negotiation Achievements: • Reorganized the total warehousing and distribution set-up, including consolidates 3 warehouses into one effective unit.
• Implemented two shift working time and own temp poles • Optimized the performance without negatively affecting the service level
Team leader
Novo Nordisk A/S
1994-01 - 1997-01
I was employed in a department for packaging, storage and distribution of enzymes for the whole world.
• I had the daily responsibility for 12 people working in three shifts.
• I Implemented IS0/DS 9002, in the department, where app. 100 employees worked • Was internal auditor in ISO 9000 at Novo Nordisk.
Achievements: • I Implemented IS0/DS 9002, in the department, where app. 100 employees worked • Was internal auditor in ISO 9000 at Novo Nordisk.
• Become the one of the best working unit within NN with one of the best score in the internally satisfaction survey
• I had the daily responsibility for 12 people working in three shifts.
• I Implemented IS0/DS 9002, in the department, where app. 100 employees worked • Was internal auditor in ISO 9000 at Novo Nordisk.
Achievements: • I Implemented IS0/DS 9002, in the department, where app. 100 employees worked • Was internal auditor in ISO 9000 at Novo Nordisk.
• Become the one of the best working unit within NN with one of the best score in the internally satisfaction survey
Formación académica
Ballerup Fagskole
Ballerup Fagskole
1990-01 - 1991-01
Bagsværd Boarding school & Gymnasium
Bagsværd Boarding school & Gymnasium
1981-01 - 1984-01
Certificaciones
certified Auditor