Supply Chain Operational Excellence

Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

1

Visionary Global Supply Chain Leader Driving

Operational Excellence and Strategic Impact

Executive Summary

I am a seasoned supply chain and logistics executive with a proven track record of building innovative solutions and driving operational excellence in dynamic and high-growth environments. With over 15 years of global experience in transforming supply chains through automation, digitalization, and data-driven strategies, I bring deep domain expertise and a visionary approach to solving complex logistical challenges. Throughout my career, I have demonstrated entrepreneurial leadership by spearheading end-to-end supply chain transformations, scaling operations, and embedding sustainable practices in organizations ranging from startups to multinational enterprises. My ability to blend market insights with iterative product development has enabled me to deliver exceptional customer experiences and create lasting competitive advantages. Having led projects across diverse sectors—including FMCG, materials technology, and logistics—I thrive in fast-paced, uncertain environments, balancing strategic vision with hands-on execution. My resilience, adaptability, and collaborative Scandinavian leadership style have been instrumental in fostering innovation and building high-performing teams. I am particularly passionate about leveraging technology to disrupt traditional supply chain models. My expertise spans logistics automation, procurement optimization, and the development of scalable digital infrastructures, making me well- equipped to identify unique market opportunities and drive value creation in the supply chain tech landscape. Eager to apply my entrepreneurial mindset and industry knowledge, I am ready to take on the challenges of building a generational company as part of Project A’s collaborative and inclusive ecosystem. With a commitment to excellence, I am poised to contribute to Project A’s mission of advancing digital technology and creating high-value ventures. Key Positions

2024 – now Interim VP, Supply Chain Strategy & Transformation Umicore N.V. Group, Belgium 2020-2024 Global Head of Strategic Logistics CoE Arla Foods, Denmark 2017-2020 Group Logistics Director Arla Foods, Denmark 2016-2017 General Manager Regional COO EMEA & Russia, Kerry Group, Ireland & Denmark 2012-2016 Regional Logistics & Planning Snr. Director APAC Carlsberg, Hong Kong 2010-2012 Regional Logistics Director, Europe Carlsberg, Denmark 2008-2010 Global Supply Chain Key Account Carlsberg, Denmark 2005-2008 European Logistics Manager Statoil, Norge & Denmark Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

2

Work Experience

Interim VP, Supply Chain Strategy & Transformation, Umicore – Belgium (Net revenue € 4.2bn / staff 14,000) May 2024 – now

Umicore N.V. is a global materials technology and recycling group, specializing in the sustainable development and supply of advanced materials for clean mobility and recycling. Umicore focuses on key areas such as clean technology, rechargeable battery materials, and catalytic converters.

Key Objectives

Assigned to lead and deploy the overall Global Supply Chain strategy across the BUs Battery Materials, Catalysis, Recycling and Special Materials – scope - transportation, warehousing, digitalization, SC risk management and Trade Compliance. Developed and executed a roadmap to elevate Umicore’s supply chain maturity from level two to four on the Gartner scale, driving operational excellence and resilience.

Streamlined operations to enhance cost efficiency and productivity, simplifying processes across transportation, distribution, warehousing, and trade compliance.

Built a robust, adaptable supply chain model equipped to withstand disruptions and respond to evolving market conditions. Advanced sustainability initiatives and ensured full regulatory compliance, integrating eco-friendly practices across the value chain.

Enhanced customer experience with timely, precise delivery through end-to-end process optimization and ERP SAP S/4HANA deployment across business units.

Arla Foods: Sep. 2017 – April 2024 (Net revenue € 13.8bn / staff 22,000 Arla Foods is a multinational cooperative, known as one of the largest producers of dairy products in the world. It operates globally, combining traditional craftsmanship with modern technology to produce a wide range of milk-based products. Global Snr. Director/Head of Strategic Logistics Center of Excellence (CoE) - Arla Foods a.m.b.a. Oct. 2020 – April 2024

Key Objectives

Appointed to set the strategic plan for 6 key European markets (Sweden, Finland, Denmark, Germany, Netherlands & UK) and numerous international markets incl. China, Indonesia, Malaysia, Bahrain, Bangladesh, KSA, Nigeria, Ghana, US & Canada. 9 direct reports (6,500 in-direct) – reporting to SVP Logistics. 30% in-house operations and 70% outsourced. Owning and driving Strategic CoE globally – including big tickets, capex, SC sustainability, planning, engineering, third party vendor management (SRM), warehousing, transportation, digitalization, technology integration, ERP SAP S/4HANA in Logistics and customer logistics.

Owning and driving major supply chain transformation projects including operational excellence, value engineering

(automation), capex strategy, best-practice sharing and digitalization strategy. Manage, develop, and grow supplier relationship E2E contracting and sourcing.

Steering and driving Communities of Practice to drive operational standards, playbooks and collaboration. Member of global Diversity & Inclusive board.

Key Results

End-to-end network design optimization – closure of 17 warehouses and DCs in DK, SE, DE, NL, UK & MENA. Savings € 46m from simplification, transportation and inventory. management. Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

3

On target for sustainability ambition – 1.5 degree/63% reduction from efficiency, technology, alternative fuels, thermal system transformation, energy efficiencies and green energy. Delivering strategic digital roadmap according to plan – Data Led Performance (RTTV, asset tracking, data foundation), Advanced Technologies (automation, RPA (Robotic process automation), smart & safe operations) and Empowered & Connected Shopfloor (shopfloor hub, resource management, wearables). Implemented automated order picking solution across DCs – payback 1.8 - 2.2 years. Reduced intralogistics/warehouse cost across European markets by € 26m from workforce productivity, increased utilization, picking efficiency and automation.

Reduced transportation costs by 7.5% from establishing a centralized Customer Operations and Transport Control Center in Gdansk, Poland.

Cut average 11% of warehouse expense in Senegal, Nigeria, Ghana, Bangladesh, Philippines and Australia from consolidation, route-to-market adjustments and tender process. Best-in-Class employee survey 2023 – Engagement score 98% OLI (Our Leadership Index 98%). Group Logistics Director - Arla Foods a.m.b.a.

Sep. 2017 – Sep. 2020

Key Objectives

Recruited to take driver’s seat of the logistics workstream in company global transformation program as well as heading up Supply Chain TMO (Transformation Management Office), incl. planning, production, procurement, QESH and logistics. Owning and driving – the transformation plan for 20 markets incl. UK, Sweden, Finland, Denmark, Germany, Netherlands, KSA, Bahrain, US, Canada, Nigeria, Ghana and Bangladesh. Leading and driving hands-on transformation taskforce - scoping, roles and responsibilities, size of the prize, direction setting, design initiatives/solutions, validate business cases and anchor implementations. Talent development – upskill capabilities locally, motivate and empower workforce. Embed Lean culture and knowledge sharing. Utilize in-house expertise.

Owning and driving major supply chain transformation projects including operational excellence, value engineering, capex strategy, best-practice sharing and digitalization strategy. Manage and develop supplier relationship contracting/sourcing. Key Results

Initiated cost saving pipeline in logistics transformation programme – € 140m over 3 years from logistics & planning productivity, efficiency & effectiveness and purchasing – realized savings. Improved customer distribution costs by € 31m from customer collaboration and trade terms initiatives – delivery frequencies, drop-size, shared distribution and delivery time windows. Decreased warehouse and distribution costs from harmonizing secondary packaging dimensions and optimizing load carrier utilization.

Successfully spotted and created global logistics talent and SME (subject matter expert) base and pipeline. Reduced FG wastage by 60% by tracking/tracing and from performance management. Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

4

General Manager Denmark and COO EMEA + Russia - Kerry Group - Taste, Dairy & Culinary Denmark and Naas, Ireland (Net revenue € 8.0bn / staff 23,000) Jun. 2016 – Aug. 2017

Kerry Group is an Irish multinational company specializing in food innovation, ingredients, and flavors, as well as consumer foods. It provides integrated solutions across the food, beverage, and pharmaceutical industries worldwide. Key Objectives

Assigned to slim the back-office functions and to drive productivity and capacity in production in the Danish business. Additionally, to drive efficiencies and value from the EMEA + Russia supply chain. Responsible for total Denmark business including vision and strategy counting production plant, supply chain, capex, procurement, commercial R&D, quality, health & safety, IT and admin functions. Regional responsible for EMEA supply chain incl. logistics, planning and procurement. Setting strategic direction for 8 production plants. This includes sourcing, capacity utilization, quality, HSE, productivity and efficiency. 8 direct reports and 340 indirect. Reporting to BU President.

Key Results

Increased production efficiency by 29% and reduced conversion costs by 18% by completing Production- and Quality Excellence – improved CIP changeover time, material losses, reduced utilities. Significantly improved direct spending and cash flow from reduced complexity – ingredients, raw- and pack materials. Implemented Six Sigma methodology, reducing defects by 20% and improving product quality. Developed and maintained SOPs for critical manufacturing processes.

OTIF raised from 85% to 98.5 % by introducing E2E planning and call-off. Distribution costs reduced by 17% from changing logistics infrastructure, Route-to-Market and third-party vendor management – mainly UK, Australia, Iran, Indonesia, Malaysia, China, Japan and South Africa. Carlsberg Breweries: Aug. 2008 – May 2016 (Net revenue € 9.5bn / staff 47,000) Carlsberg Breweries is a global brewing company founded in Denmark, renowned for producing some of the world’s most popular beers. It emphasizes quality and innovation in its processes and has a significant presence in global markets. Group Supply Chain & Planning Snr. Director APAC & Africa - Carlsberg Breweries, Hong Kong Apr. 2012 – May 2016

Key Objectives

Selected to establish regional APAC & Africa logistics office in Hong Kong, and to connect the region to the group DNA. Owning regional P&L - incl. capex, logistics procurement and setting the customer supply strategy and direction for Asian and African markets – 15 markets, +90 locations (50% in-house operations). 18 direct reports, 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. Managed, 3PL relationship E2E contracting and sourcing.

Owning and driving Supply Chain standardization and transformation programme, incl. implementation of TMS and WMS tools across sites and distribution centers.

Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

5

Improved return rate of returnable primary/secondary packaging and load carriers by 800% through working with customers, distributors, wholesales, and transporters – implementing incentive programs and tracking. Key markets: China, India, Vietnam, Thailand, Nepal, Malaysia, Singapore, Japan, Laos, HK, Myanmar, Malawi. Key Results

Logistics Excellence programme developed for the region and rolled out. Significant yoy cost savings across markets – avg. savings 21% of logistics cost base (best-in-class 36% China and India). Significantly increased Service Level/OTIF from 91 to 98.5% across markets from performance management and transformation.

Reduced inventory values on finished goods and raw- and pack materials. DOH reduced from avg. 21 days to 11 days. 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/indirect distribution channels and logistics network optimization (+2% market share); Successfully implemented TMS and WMS system across 15 markets. Successfully integrated Logistics operations of 20 manufacturing sites acquisition across 11 provinces in China. Group Supply Chain Director Europe - Carlsberg Breweries, Copenhagen, Denmark Feb. 2010 – Mar. 2012

Key Objectives

Appointed to lead and drive Logistics Excellence program for Western European business. Regional P&L responsible, operational, and capital expenditure, and setting Logistics strategy and direction for 17 European countries – more than 60 locations. About 80% in-house operation, (direct and indirect distribution channels), owner of major Logistics projects. Reporting to VP Group Logistics. Managed, developed, and grew 3PL relationship and E2E contracting & sourcing. Key markets: Germany, France, Denmark, Norway, Switzerland, Italy, Latvia, Estonia, Lithuania, Serbia, Greece, and UK. Key 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 yoy cost savings cross markets m Eur. 240 – average savings 20% of logistics cost base.

Optimized the logistics network significantly and increased direct deliveries. Implemented transport control tower (TCT) in Poznan, Poland covering European countries – cost saving 20%. Successful system implementation of TMS (JDA) and WMS (EWM); 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 operations. Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

6

Global Supply Chain Key Account - Carlsberg Breweries, Copenhagen, Denmark Aug. 2008 – Jan. 2010

Key Objectives

Recruited to integrate markets from newly acquisition and drive efficiencies and productivity across countries. At a global and strategic level, responsible for identifying progress and efficiency areas within Supply Chain functions, 2 direct reports, reporting to Group VP Logistics.

Supporting countries in improving performance, service, and quality. Initiating and leading efficiency and effectiveness activities – logistics excellence, lean, network design and warehouse optimization, distribution and Best Practice projects. Key markets: Russia, Latvia, Estonia, Lithuania, Kazakhstan, Uzbekistan, Croatian and Serbia. Key Results

Logistics Excellence programme rolled out and anchored in all Eastern European markets. Significant year-on-year cost savings across markets – average savings 20% of logistics cost base. Successfully integrated mergers and acquisitions into existing business – Russia, Belarus and Azerbaijan. Closed 8 warehouses and DCs from stock management, route-to-market optimization and consolidation. Logistics white collar FTEs reduced by 33% from transformation and market and industry benchmark. Statoil: Feb. 2001 – Jul. 2008 (Net revenue € 82.5bn / staff 31,000) Statoil operates a downstream business focused on refining, trading, and retail operations, delivering refined oil products and services to customers worldwide.

European Logistics Manager - Statoil ASA, Oslo, Stavanger, Norway and Copenhagen, Denmark Jun. 2005 – Jul. 2008

Key Objectives

Assigned to lead Global Logistics program and to centralize functions incl. transportation/distribution and planning. At a European operational and strategic level, responsible for identifying progress and efficiency areas within logistics, development and implementation of an operational plan for Nordic, Germany, Poland and Baltic countries - driving logistics excellence and global H&S agenda.

Owner of European P&L and operation. 14 direct reports. Reporting to VP Group Logistics. Project sponsor of logistics excellence, continuous improvement and best-practice communities, driving implementation of operations- and business processes and tools/frameworks. Support strategic network planning incl. refineries and bulk warehouses, manage 3PLs.

Key Results

Successfully established centralized operational planning and transportation team in Hungary. Through global tender, outsourced all European downstream transportation demand to 3PL’s. Created and developed supplier relationship E2E contracting and sourcing. Logistics efficiency and effectiveness projects successfully rolled out in Norway, Sweden and Denmark. Year-on-year logistics cost savings of 30% achieved.

Kim Skaarup (global mobile)

Email: **********@*****.***

Phone: +45 93 30 03 36

7

Education

- Executive MBA - CBS - Copenhagen Business School

- Diploma in Management and Leadership - Lyngby Business School

- Diploma in Supply Chain Management and Business Administration - Academy of Logistics, Sønderborg Courses and certifications

- Lean TPS/TMS II - Toyota/MIC / Gifu Auto Body, Nagoya

- Lean TPS/TMS - Toyota/MIC / Gifu Auto Body, Nagoya

- Oxford High Performance Leadership Program 1 & 2 - Saïd Business School, University of Oxford

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

- Economic Conditions & Potential Markets in China - Tongji University, Shanghai

- Chinese Business Practices and Managerial Principles - Tsinghua University, Beijing

- How Breakthroughs Happen - Haas School of Business, University of California, Berkeley

- Building a Culture of Innovation - Graduate School of Business, Stanford University Competences

Leadership

Non-Bureaucratic style, Informed Decisions, Empathic and People Oriented, High Integrity, Execution Oriented, Motivator / Energizer, Visionaire, Steer Collaboration and Positive Work Culture, Change-Minded Sales/Collaboration

Strong Communicator, Trustworthy, High integrity, Customer Focused, Developing and Maintaining Strong Relationships International

Understand the Global Supply Chain Dynamics and Complexity, Understand Cultural Considerations, Having a Global Mindset, Utilize Benefits from Diversity

Business

Customer Focused, Finance Acumen, Pushing Best-Practice-Development and Standardization, Analytical Thinking, Having the Courage to make Tough Decisions and to Challenge the Established Truths About me

Based in Copenhagen, I am married to Henriette, 1 daughter Emilie. We like travelling with family and friends - especially southern Italy. I enjoy cycling - either some km on my road bike or in the woods on the mountain bike.

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