Per-Anders Meyer

Stockholm Exergi (www.stockholmexergi.se), is a private Stockholm energy company. It's producing district heating, cooling and electricity. We heat more than 800 000 citizens, and cooling more than 400 hospitals, datacenters and other important industries. 700 employees works with supplying Stockholm with simple, secure, and sustainable energy, around the clock, around the year. Stockholm Exergi is delivering on its vision to create a climate-positive business 2025. I am Head of Sourcing for a group of about 30 people where senior Category Managers, Project Sourcing Managers and Controllers reports directly to me. A direct reporting Line Manager taking care of Tactical and Operative Sourcing. Consultants are hired to manage variation in workload, currently half of the group. Sourcing is mainly done in maintenance and investments projects, however IT and Indirect sourcing is also an important part. My role is to manage the sourcing team in terms of leader ship, coaching and development. In my role I secure that sourcing contributes to the company's goal in quality and profitability. During the past years we have developed and work now in a fully implemented category management based organization. Resource planning is continuously done to meet requirements from the projects that are driven by yearly maintenance and investment plans, ~15 Billion SEK in the next coming six years. From autumn 2021 we are in an Transition and Transformation program due to change of ownership of the company. For sourcing it means that we are moving from public to private sector and due to that implementing a complete new purchasing IT-system landscape as part of a new ERP and digitalization project for the company. Further this means a lot of change management initiatives, both within the sourcing organization but also towards internal and external stakeholders.

Acting Head of Purchasing

Stockholm Exergi is, relatively its size, heavy on consulting. My role was to manage and take control of the consulting category, develop and implement strategies to make the category contribute to increased margins. The challenge is to reduced spend while at the same time maintain the high consultancy quality level Stockholm Exergi need and is used to. I did build foundation for and implemented a new consulting strategy, a Managed Service Provider solution (MSP) for consultancy sourcing. The MSP-solution gives control at the same time as it will reach a competitive environment and secure that assigned consultants follow market pricing. Implementation of the MSP has been one of the largest change management activity within the organization. I built up a project organization to handle implementation of the MSP, which was monitoring everything from planning, information, training, agreement negotiations and onboarding of suppliers, communication and system/process set up.

TeamOlmed (owned by Össur) employed me to build up a sourcing organization they yet didn’t have. Besides managing my group the mission included setting up and implement a structured way to perform Supplier Negotiations, Supplier Governance, Supplier Selection, Supplier Quality Assurance and Category Management. A holistic view that required Optimization of the logistic flow and analyze of Total Cost was also a number one focus. Össur acquired similar business and over time my mission increased o manage suppliers and negotiations for all Össur owned clinics in Scandinavia. my responsibility that I had is described below: • Manage the Sourcing department of Össur Scandinavia • Develop and maintain a purchasing strategy for all Össur companies in Scandinavia (ÖS) in co-operation with Business Unit Managers • Identify possible future suppliers for ÖS • Work with Supplier consolidation to increase compliance, increase efficiency and focus on preferred suppliers • Drive Supplier Relationship Management on selected suppliers, work with supplier classification • Negotiate new and existing supplier contracts • Contract Management on Scandinavian level • Strive to find cost reductions with focus on total cost of ownership • Keeping up-to-date evaluation of all contracted suppliers for ÖS • Co-operate with Össur companies outside Scandinavia on processes, suppliers and contracts • Contribute to Master Data Management for all purchased products in ÖS • Establish and manage close relationship with local business units to ensure accurate knowledge of demand and service quality requirements • Guide and educate employees responsible for purchasing decisions to ensure compliance with purchasing strategy • Report KPI on progress and compliance with contracts made

Owner of Consultancy Frame Agreement. Sourcing of R&D consultancy service is one of the largest categories within Ericsson sourcing. In the role as Strategic sourcing the primary task was to manage global, large and significant Request For Proposal (RFP) projects, like outsourcing of development. The mission was to lead and negotiate projects in such way it results in best possible terms, conditions and prices. The stipulated goal was to considerable contribute to the cost saving targets. I was awarded “Sourcing Champion 2012 within the global Ericsson sourcing organization. In my role as Category owner I have responsibility for sourcing strategies concerning Patent.

The primary task was to handle commercial and relational issues with Ericsson's partners within relevant Business Unit. Responsibilities and authorities are for example a profit and loss responsibility for the 3rd party products portfolio; Maintain and handle relationship with selected partners, which includes agreements, performance, financial issues and development of the 3rd party products and service portfolio.

The role was Strategic Buyer for fiber optics network products, in which I was responsible for suppliers in Asia and Eastern Europe. In this position, I successfully conducted the negotiations, implemented and managed a new supplier base for our activities and transferred production from Sweden.