Klaus Lichtenfeld

Fully responsible for service and cost of the continental Europe market in regards to warehousing. Up to 2.000 employees, 200.000 sqm operational warehouse space, in average 350.000 deliveries a week to 49 countries and territories, highly automated / serving as well as Managing Director of ASOS Germany GmbH Tasks: Regroup and strenghten the team on site Assess situation and develop mid-term plan to move the operation forward Drive change with ASOS team and all other third party suppliers involved Results: Team regrouped and empowered Strategy plan established and in execution 15m€ non-volume driven efficiencies delivered On Time performance improved to 99,69% In Full performance improved to 99,85% Automation share inbound around 95% (started at ~60%) Automation share picking at 56% (started at ~48%) Integration of robots Currently working on AI powered forecasting models for inbound and outbound

Working with a start up that provides a software solution supporting tax consultants to increase the quality of customer interaction and to improve productivity.

Supporting the customer to strengthen - warehousing processes, - back office organization - transportation and last mile set-up. Customer is growing rapidly (1.000 units in 2021, 12,000 this year and 40.000 planned for 2023) and the overall goal is to set up the operational organization to deliver the growth on time and in full.

Supporting the overall transition from a local warehouse to a global distribution centre. General Manager of the site with up to 300 blue and white collar workers ramping up and go life of a 65 Mio€ investment (construction and automation extension) whilst keeping day to day operations at full speed support the personnel changes through training and coaching fully responsible for the daily operations including EH&S, engineering and facility management

Tasks: Management Team Member - German Sales Organization (€ 540 M turnover) and responsible for Demand Planning, Warehousing, Customer Logistics Solutions and Last Mile Delivery Responsible for € 85 M cost in Logistics & Freight and for leading 21 reports (400 employees) Accountable for all customs-related topics regarding import & export (to/from Germany), for the provision of goods and for the global optimization of inter-company flows Results: Avoided cost of € 1.5 M in Last Mile Delivery by changing the flow of order execution inside the warehouses and in distribution Closed an internal warehouse in alignment with the works council and with no decline in logistics performance Changed the order & delivery schedule of the hospital division with savings potential of € 800,000 in distribution cost and further efficiencies in Customer Service and the warehouses, e.g. reduced personnel by 5% by creating even daily volumes and avoiding order peaks Optimized pallet handling in two warehouses and production centers (total savings: € 750,000) Enabled total cost transparency in the internal b2c warehouse by introducing “Activity Based Costing” Increased planning accuracy with parallel reduction of manual effort by consistently applying stochastic models in the planning process

Tasks: Responsible for the planning, construction and ramp-up of a semi-automated logistics center with a total invest volume of € 32 M Coordinated a cross-functional team of 10 internal & external employees Designed the logistic processes and steered their integration into the warehouse management system (WMS) Defined all job profiles; hired and led the first 200 employees (overall responsibility in the first months of operation) Leadership of the Logistic Project Team (7 direct reports) in Warehousing and Freight projects Managed budget of global freight (€ 9 M outbound, € 5 M inbound) Coordinated and directed all logistic topics regarding WMF’s integration into Groupe SEB Involvement in the new parent company (Groupe SEB) Steered development of European warehousing network (10 external and 5 internal sites) Integrated EMSA logistics into Groupe SEB (EMSA GmbH was acquired by Groupe SEB shortly before WMF) Results: Handed over the operationally ready warehouse on time and in budget in Q3 2016 Developed a freight cost tracking system; established automated freight invoice control in SAP Created and implemented a capacity planning tool for both main warehouses Restructured all warehousing assets of EMSA GmbH Architected a common budget structure for all external warehouse providers in EMEA

Tasks: Guaranteeing timely and complete supply* of 1,300 coffee houses and a rapidly growing number of additional points of sale (*food, packaging, furniture, electrical appliances) Leadership of 5 direct reports (18 employees) in The Netherlands, Germany, Switzerland and France in Logistics and Customer Service Management of the Logistics & Distribution network portfolio with 10 service providers in 5 countries and total budget of € 13 M Results: Consolidated the coffee house deliveries according to temperature zones (deep frozen, fresh, ambient) with 1 carrier / 1 stop per country Conducted 4 requests for quotations (RFQs) for Warehousing & Distribution in Austria, Germany and The Netherlands and made respective changes in providers Outsourced tasks related to Customer Service to local service providers Introduced night deliveries in the Greater Paris area

Tasks: Guaranteeing the timely and complete provision of food & packaging to 900 restaurants in 6 Central European countries Leadership of 6 direct reports in 3 countries Management of the Logistics & Distribution network in Central Europe (total budget: € 28 M) Planning of production volumes and distribution of promotion volumes with suppliers and distribution providers in Europe Set-up and reengineering of the supply chain in Russia, Cyprus, Morocco and South Africa Results: Achieved distribution savings of € 1.1 M in 6 countries (relative savings of 15%) Rolled out a uniform European order system for the restaurants Prepared successful market entries in Morocco and South Africa

Tasks: Organization of market entries in India and Iran Integration of an acquired production site in Eastern Germany (responsible for 24 employees and a production volume of € 10 M) Account management of the largest German customer with annual turnover of € 6.5 M Analysis of the freight cost structure (€ 11 M) and execution of a subsequent RFQ Results: Established a local legal entity in India, won first customers and set up delivery & warehouse structures in India and Iran Streamlined the machine & tooling structure to match the needs of the group Reduced Transport & Distribution cost by 10%

Tasks (from 2002 - 2005): Aide de Camp to the Deputy Commanding General of the Eurocorps Company Commander responsible for 120 soldiers Operations Officer responsible for all logistics affairs on site in Strasbourg and during exercises with up to 4,000 participants