Jens Bonander

Operationellt och strategiskt ansvarig för: - Produktions- och kundorder-planering - Materialplanering - Lager - Inkommande, utgående goods samt internlogistik - Supply chain Life cycle management - Säkerställa certifikat för ISO 9001, 14001, 45001, IATF 16949 Personal och utvecklingsansvarig för ca 110-130 medarbetare varav 5 gruppchefer och totalt 8 direktrapporterande. Resultatansvar för: - Säkerhet - Total Logistic Cost (bl.a. personal, capex, 3PL, frakt, tull, skrot) - Leveranssäkerhet (Internkund, Slutkund och Leverantör) - Prognossäkerhet - Inventory and stock levels - NCE-L (Non conformity Event - Logistic's)

Huvudsakliga ansvarsområden: - Produktions och kundorder-planering - Personal och utevcklings-ansvarig för 6-7 medarbetare - Processägare för Planeringsprocessen och NCE-L (Non conformity event - Logistic's) - Ansvarat och bidragit till utveckling och implementering av SIOP-process som täcker horisonten 0- 24 mån) - Skapat, implementerat och drivit KPI för NCE-L (Non conformity event - Logistic) - Resultatansvar: Leveranssäkerhet, Inventory & NCE-L

Responsible for Supply chain, Production, WH, Facility and Maintenance.

Main tasks and responsibilities: Operational, strategic and process ownership for Order management, Forecasting, Purchasing, Planning, Production, Workshop, Warehousing, Distribution, Real Estate and Safety for our sites in Dalsjöfors, Sweden and Brasov, Romania with appr. 100 employees within supply and in total 22000sqm facilities. Responsible for transformation of Production, Warehouse and Distribution set-up through transfer of Order management, Production and Warehouse to our site in Romania. Transfer of operations includes personnel ramp up/down, real estate sales and lease contract signing, feasibility study for outsourcing of metal processes, strengthen the receiving organization regarding skills and organisation, developing and implementing processes for the above mentioned areas. It's also includes to identify, develop and secure in and out-bound transportations with analyzes and contract signing as activities. Process owner and result responsible for Order management, Forecasting, Purchasing, Planning, Production, Workshop, Warehousing, Distribution, Real Estate and Safety.

Main tasks and responsibilities: Developing and operating the operations of Mont Blanc Industry towards set goals for service level, efficiency, working environment, safety and quality as-well as financial results. Lead and operate Mont Blanc Industry management team with responsible process owners for all of our core processes. Personnel responsibility involves engaging, motivating and develope employees to achieve high and realistic common goals. Today, I am responsible for 55 employees and about ten consultants. In total, we currently have about 70 employees in Dalsjöfors. I have been active in both upturns and redundancies with employment and redundancies as a result. Tool design, real estate, maintenance and production technology Secure certificates for ISO9001, IATF 16949, ISO 14001.

I am member of the leadership team for Ericsson Return Logistics, our responsibility areas are claims, spare part sales, buy-back of excess material and ecology management. We are also responsible for project management for global recall projects. I am manager for claims and project management for global recall projects. The mission for my responsible area is source, plan and deliver replacement material to our customers worldwide in a cost and flow efficient way. We are also enabling analyzes of faulty material. My responsibilities are: Strategic business development based on needs and requirements build a strategic roadmap on what service level we need to achieve. Personnel responsibilities includes, lead and distribute the workload in both short as well as long term objective. Empower, motivate and develop employees in order to create and achieve targets (KPI:s). I have been leading organization with 20-34 employees, team leader have been used in some organizations. Continuous learning and Learning culture, in cooperation with employees and stakeholders identify, create and plan learning activities. Operational performance accountability, identify, initiate, create, drive and act as an owner of KPIs. For example cost (financial responsible), lead-time, service level and delivery precision. Continuous improvements of our ways of working in-order to increase our competitiveness. Requirement settings for contracts and negotiations with vendors and logistic service providers.

Personnel responsibilities include, lead and distribute the workload in both short as well as long term objective. Empower, motivate and develop employees in order to create and achieve targets (KPI:s). In this role I have been leading organization with 7-32 employees. Continuous Learning and Learning Culture, in cooperation with employees and stakeholders identify, create and plan learning activities. Operational performance accountability identifies, initiate, create, drive and act as an owner of KPI:s. For example cost (financial responsible), yield and lead-time. Continuous improvements of our ways of working in-order to increase our competitiveness. Plan and perform Factory Acceptance Test with end-customer.

Responsibilities: KPI-driver for process and product yield. (Six Sigma Yellow Belt Certificate) Education of production and repair personnel. Introduction and volume ramp-up of new products and technical support.