Supply Chain Manager

CV - KIM SKAARUP

[Frederiksgade **, **** Copenhagen, Denmark] [Telephone +45 2892 7697] [Email: **********@*****.***] Profile

A result and execution oriented Operations and General Management Executive with sound Operational and Commercial capabilities whose experiences spans across numerous sectors including consumer goods, fast moving consumer goods, cross- border sourcing, energy and 3PL, route-to-market and geographies including - Western Europe, Eastern Europe, Asia and Africa. Strategic and operational achiever in global General Management, Supply Chain & Customer Supply leadership roles. Innovative engaged mindset, have the courage to dare and to challenge established truths, to raise the bar. Experienced in implementing sustainable best-practices, centralization and standards across markets, functions and cultures – develop once, deploy everywhere. Have the ability to influence and build solid relations at all levels. Forms positive networks across the organization as well as external. Excellent stakeholder management skills. People-oriented approach that inspires and energizes in a non-bureaucratic style.

Degree in Logistics Economy and Administration, Leadership and Executive MBA. Key positions

Country Director and COO EMEA, Kerry Group, Copenhagen and Naas (Dublin)

Group Logistics Director Asia and Africa, Carlsberg Breweries A/S, Hong Kong

Group Logistics Director, Europe, Carlsberg Breweries A/S, Copenhagen

European Logistics Manager, Statoil ASA, Copenhagen, Stavanger and Oslo Business Experience

Kerry Group (Dairy & Culinary) : June 2016 – present (Net revenue Eur.bn 6.1 / staff 25,000) Country Director Denmark and COO EMEA, Copenhagen and Naas (Dublin)

Responsible for total the Denmark business including vision and strategy counting plant production, Quality, HSE, Finance, Commercial, R&D, IT and Admin functions. 10 direct reports and 340 indirect. P

Regional responsible for EMEA operation including Production, Procurement and Supply Chain. Setting strategic direction for 22 production plants. This includes sourcing, capacity utilization, quality, health & safety, productivity and efficiency. 22 direct reports. Reporting to Business Unit President EMEA region. Carlsberg Breweries: Aug. 2008 – May 2016 (Net revenue Eur.bn 9.0 / staff 47,000) Aug. 2015 – May 2016: Group Logistics Director Projects, Carlsberg Breweries A/S, Copenhagen

Global accountable for Supply Chain projects. Initiating and leading Global Executive efficiency and effectiveness projects

– cost saving programs, utilization and capacity projects and NPD’s (new product development . This includes initiating and creating vision and strategy for global implementation of tools and solutions for Supply Chain;

Indirect managerial responsibility for 20-25 project resources, Reporting to VP Group Customer Supply. Results:

Reduced 126 FTE’s (13%) logistics back-office functions warehouse admin and Fleet management FTE’s across 9 European countries from standardizing processes and lifting tasks above markets;

Subcontracted global Shared Services to BPO (business process outsourcing). Total 1,500 employees, incl. transferring 520 employees in Poznan, Poland and set up services in Hyderabad, India and Chongqing, China. Apr. 2012 – Jul. 2015: Group Logistics Director Asia & Africa, Carlsberg Breweries A/S, Hong Kong

Regional P&L responsible - incl. capital expenditure, and setting the Customer Supply (Logistics and planning) strategy and policy direction for Asian and African markets – 15 countries, more than 90 locations. About 50% in-house operation;

Managerial responsibility for 15 country Customer Supply Directors/Logistics Directors, 2 regional Logistics Managers and 1 controller, reporting to VP Supply chain Asia/Africa and functional to VP Group Logistics;

Driving major Supply Chain projects - excellence, Lean, Best-Practice sharing and TCT/TMS. Manage, develop and grow 3PL relationship E2E contracting and sourcing;

Responsible for cross-border sourcing and transportation including worldwide import/export in the Asian/African region. Results:

Logistics Excellence programme developed for the region and rolled out. Significant year-on-year cost savings cross markets – average savings 21% of logistics cost base (best-in-class 36%);

Significantly increased Service Level/Perfect Order from 91 to 98.5% - both on-trade and off-trade markets;

Reduced inventory values on finished goods and raw- and pack materials. Over a 1 year period DOH (days on hand) reduced from average 21 days to 11 days. Same period Stock Service Level increased to 97%;

Introduced global Health & Safety programme in the region. Radically reduced “Lost time Accident” and “Days Lost” by 75% over a 3 year period. Furthermore, unplanned absence decreased from 6.5% to 3.1%;

Defined route-to-market strategy in China, Hong Kong and Laos and implemented desired model – direct/in-direct distribution channels, in-house /outsourced operation and logistics network optimization (+2% market share);

Reduced transportation cost by Implementing transport control tower (TCT) in India and China covering 48 sites. Feb. 2010 – Mar. 2012: Group Logistics Director Western Europe, Carlsberg Breweries A/S, Copenhagen

Regional P&L responsible, operational and capital expenditure, and setting Logistics strategy and policy direction for 17 European countries – more than 60 locations. About 80% in-house operation, (direct and in-direct distribution channels), owner of major Logistics projects. Managerial responsibility for 2 regional Managers, reporting to VP Group Logistics;

Manage, develop and grow 3PL relationship E2E contracting and sourcing, develop and manage Logistics and Production Network strategy including periodic analysis of facility locations and operational capacity. Results:

As owner of Logistics scope in overall global Supply Chain integration project – established separated Supply Company in Switzerland – including Procurement, Planning, Production and Logistics;

Logistics Excellence programme rolled out in all markets. Significant year-on-year cost savings cross markets m Eur. 240

– average savings 20% of logistics cost base;

Reduced the logistics network significantly and increased direct deliveries. Implemented transport control tower (TCT) in Poznan, Poland covering European countries – cost saving 16%;

Increased overall market share by +2% from re-defining route-to-market strategy in UK, CH, IT, GR and DE – direct/in- direct distribution channels, in-house/outsourced operation and logistics infrastructure. Aug. 2008 – Jan. 2010: Global Logistics Key Account, Carlsberg Breweries A/S, Copenhagen

At a global and strategic level, responsible for identifying progress and improvement areas within Supply Chain functions, managerial responsibility for 2 regional Logistics Managers, reporting to Group VP Logistics;

Supporting countries in improving performance, service and quality. Initiating and leading efficiency and effectiveness activities – SC Excellence, Lean, network and warehouse optimization and Best Practice projects. Results:

Logistics Excellence programme rolled out in all Eastern European markets. Significant year-on-year cost savings cross markets – average savings 20% of logistics cost base;

Successfully integrated mergers and acquisitions into existing business – Russia, Belarus and Azerbaijan;

From market and industry benchmark, reduced by 33% white collar logistics FTE’s across 5 Western European markets. Statoil: Feb. 2001 – Jul. 2008 (Net revenue Eur.bn 82.5 / staff 31,000) Jun. 2005 – Jul. 2008: European Logistics Manager, Statoil ASA, Oslo, Stavanger and Copenhagen

At a European strategic level, responsible for identifying progress and improvement areas within logistics, development and implementation of an operational plan for Nordic and Baltic countries;

Owner of European P&L and operation. Managerial responsibility for 2 Project Leaders and 12 Transport Planners, Reporting to VP Group Logistics. In addition, driving global HSE agenda;

Project sponsor of logistics Excellence, continuous improvement and best-practice center, driving implementation of operations- and business processes and tools/frameworks. Support strategic network planning incl. refineries and bulk warehouses, manage and control 3PL’s globally.

Results:

Successfully established central route planning and transportation team for 9 Nordic and Baltic countries;

Through global tender, outsourced all European downstream transportation demand to 3PL’s;

Logistics efficiency and effectiveness projects successfully rolled out in Norway, Sweden and Denmark. Year-on-year logistics cost savings of 30% achieved.

Feb. 2001 – May 2005: Distribution Manager, Statoil A/S, Copenhagen

P&L, operational and managerial responsibility for bulk transportation and warehousing, driving HSE agenda, managerial responsibility for 7 route planners and 6 admin, 150 own drivers and 45 3PL’s, reporting to VP SC;

Develop and establish in-house operated distribution/transportation. Distribution to both B2B and B2C (3 locations); Jan. 2000 – Jan. 2001 Distribution Manager, DSB /DF, Copenhagen (Net revenue Eur.mn 6.5 / staff 1,100)

Functional and managerial responsibility for warehouse and national distribution operations - 8 route planners and 13 admin, 140 own drivers, warehouse operators and 40 third party suppliers, Reporting to Logistics Director; DFDS Transport (now DSV) Aug. 1989 – Dec. 1999 (Net revenue Eur.bn 6.5 / staff 23,000) May 1999 – Dec. 1999: Head of Department, DFDS A/S, Brøndby (now DSV)

P&L and operational responsibility for national distribution and contract logistics, managerial responsibility for 8 office workers, 58 own drivers and 16 third party suppliers, Reporting to Distribution Director; Jan. 1999 – Apr. 1999: Traffic Manager Continental traffic, DFDS A/S, Padborg (now DSV)

P&L and functional responsible for warehouse and international transportation, managerial responsibility for 10 office workers and 60 own drivers and warehouse operators, reporting to Managing Director. Jan. 1997 – Dec. 1998: Head of Department, DFDS A/S, Brøndby (now DSV)

Operational responsible for national and international distribution and transport. Managerial responsibility for 7 route planners, 5 admin, 90 operators and 60 haulage contractors, Reporting to Logistics Director Sep. 1995 – Dec. 1996: Head of Department, DFDS A/S, Brøndby (now DSV)

Performance and operational responsibility for international transport. Cross-border transportation import and export. Managerial responsibility for 4 office workers, 25 own drivers and 4 third party suppliers, reporting to Managing Director. Education

2007: Executive MBA Programme, Copenhagen Business School 1996: Diploma in Management and Leadership, Lyngby Business School 1992: Diploma in Transportation and Business Administration, Academy of Transport, Sønderborg 1989: High School Graduate in Business, Aarhus Business College, Denmark Courses

2013:Lean TPS/TMS, Toyota/MIC / Gifu Auto Body, Nagoya

2013:Carlsberg Leadership Programme, London Business School

2011:Oxford High Performance Leadership Programme part 1 and 2, Saïd Business School, University of Oxford

2011:Project Management, Carlsberg Project Management Model, Internally Carlsberg

2010:Carlsberg's International Talent Program, Quartet Research and Hay Group

2009: Lean, LeanTPM/TPS, Internally Carlsberg

2007: Geopolitics & Intl. Relations, School of Intl. Relations & Public affairs, Fudan University, Shanghai

2007: Economic Conditions & Potential Markets in China, Tongji University, Shanghai

2007: Chinese Business Practices and Managerial Principles, Tsinghua University, Beijing

2006: How Breakthroughs Happen, Haas School of Business, University of California, Berkeley

2006: Building a Culture of Innovation, Graduate School of Business, Stanford University

2005: LUIS – Top Management Development in Statoil ASA, Internally Statoil

2002: The inward, The exterior and The complete Leader, Scandinavian Leadership Kaos Management

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