Non Executive Director @ SOIC - The Swedish Ship Götheborg
Non Executive Director @ ItsMyCargo
Sales and Leadership Executive program @
University of Pennsylvania - The Wharton School
A business driven supply chain and operations executive who for the last 20 years have been leading and managing businesses in need of transformation. Roles cover from shop-floor manager to CEO and from project manager for single task to program head for enterprise wide transformation. Have for the last 15 years been working internationally and managed multisite
A business driven supply chain and operations executive who for the last 20 years have been leading and managing businesses in need of transformation. Roles cover from shop-floor manager to CEO and from project manager for single task to program head for enterprise wide transformation. Have for the last 15 years been working internationally and managed multisite business across several continents and countries. About half of that time has been while living abroad (Brazil, USA, Norway). I'm communicative and solution driven, with high focus on "getting it done", combined with a strategic mindset and strong analytical skills.
Managing Director @ Managing director and end-2-end responsible for Ericssons business in Nigeria, the largest economy and most populated country in Africa. The role covers responsibility for all functions (sales, operations, HR, finance, legal, engineering, communications, government relations etc). Member of the regional executive team and board member for Ericsson Nigeria legal entity. From May 2015 to Present (6 months) Lagos, NigeriaNon-Executive Director @ Member of the board. Greencarrier is one of the largest privately held logistics companies in the Nordic and Baltic region offering a full end to end logistics portfolio. From February 2013 to Present (2 years 9 months) Head of Ericsson Order-To-Cash transformation program @ Company wide multi year program shaping and transforming the Order-To-Cash capabilities and performance. The scope covered the entire company and the program comprised of sub programs and areas across all regions and product lines and a team of 200 people. Was brought in to define, establish and run the transformation including processes, tools, ways of working and governance. Some key achievements were establishing working capital as part of the daily way of doing business, automating and standardising flows, reducing throughout leadtimes with 20%, setting and automating leading indicators and reducing working capital with 30%. Reporting to the executive team. From May 2013 to May 2015 (2 years 1 month) GlobalVice President Supply Chain EMEA @ Responsible for Cisco value chain/supply chain operations within EMEA theatre. Also responsible for the integration of the legacy Tandberg supply chain business into Cisco and the consolidated global alignment, performance and development of the combined Telepresence supply chain business within the company. The integration was finished during mid year 2012. From June 2010 to November 2012 (2 years 6 months) EMEASenior Vice President Global Operations @ Responsible for the Tandbergs supply chain and operations
(annual sales of over 1 BUSD to over 150 countries). Member of executive committee. Tandberg was acquired by Cisco during 2010. From November 2009 to June 2010 (8 months) Non-executive director @ Swedish Shippers´ Council represents the interests of companies and organisations in the industry and trade sector. SSC is a transport user organisation and is recognised as the voice of Swedish transport users and organized within Confederation of Swedish Enterprise.
SSC is a member of the European Shippers´ Council in Brussels From 2008 to March 2010 (2 years) Head of Global Distribution and Logistics @ Ownership of strategy, tactics, performance and development of the companies distribution logistics.
The assignment given was to revise the entire business set up incl. strategy, profile, organization, processes, governance structures and efficiency. From being a peripheral business within the company to part of something the executive team tracked in their balanced scorecard. We worked intensively to be natural player to our customers and be sought for our contribution to viewed as something that increased sales and more profitable such instead of just cutting costs and chasing lead-times. Part of this was the recruit and establish a true global team covering the key core functional areas as well as key product areas and the 23 Market Unit’s around the world. Getting the organization right and really working as ONE team was obviously a major area for us. Ericsson is and remain a very large matrix organization, but in such it’s imminent that we act aligned and with unity. Especially in a sourced supply chain environment. A large part was put on aligning values, vision, roles, responsibilities, communication structures and common goals. In other words more focus on what unites and that people are accountable, not projects or programs.
The second major focus was the Sourcing side (procurement, supplier development, commodity mgmt). Ericsson had a fully sourced structure within logistics. An important part was to align and structure how we communicated with the suppliers, how we measured their performance–locally, regionally and globally. Ericsson did also not work on evolving their supplier base and it was pretty obvious it was to small, to un-challenged, too much open ends and minimal financial accountability. We initiated a big strategic review that rendered in adding number of suppliers, move of sourcing strategy from open to closed book, global RFP’s. etc . From January 2007 to December 2009 (3 years) Non-executive director @ Arlanda logistic network represent the interest of developing the logistics in and around Arlanda airport to enable most efficient logistics solutions possible whilst improving competitive advantage for enterprises utilizing the Arlanda as a "hub". Further driving environmental improvements and collaborating with state and private interests to develop education around supply chain and logistics in the area. From 2007 to November 2009 (2 years) CEO @ The assignement when recruited as CEO was to “make the company sellable and sell it" as the group CEO expressed it. Basically improve the top line, lower the floor and increase engagement in people. Sales were in the area of 300 MSEK annually and +95% on worldwide sales and service.
To start we had to rewrite the strategic plan and initiate a series of focus areas. Avure was a traditional “old” engineering driven industrial company where a “good product sold it self”, where product development often was done without market insight and where operations (sourcing, supply and service) was seen as support and not really core. The culture was not truly performance driven and there was also a culture that decisions are taken by mgmt and mgmt leads all change “we execute”. Mgmt was also very much down to the nitty-gritty details instead of pointing out direction and coaching their skilled employees.
In short focus became to sales (existing customers, new customers, new products, after market etc), drive down Cost of Sales (RnD, Operations and supply efficiency) and set-up the organization for high performing business (establish an organizational culture enabling this). Main challenges and areas I focused were getting efficiency in RnD (from one by one design to module based design and re-use), in Sourcing (work with RnD, run RFP’s, supplier rating, supplier development) and in sales to get a more solid and knowledge based sales generation (find the customers, don’t wait for them to find us and make sure our market message is clear). Key enabler was to make the organization work as one team and not several and towards clear and understood goals and with coherent plans enabling reach of company targets. Also to expand global network of agents to boost sales and market presence. From August 2004 to October 2006 (2 years 3 months) Director Of Operations and Project Management @ Ericsson received in 2002 the to that date its largest wireless network contract. The task was to build a nationwide GSM network in USA replacing the existing older technology. I was here responsible towards the operator, Cingular (now AT&T after Cingular acquired At&T wireless) for the total project as a liaison officer and for the direct operations business in the Eastern region. The scope of the contract was as mentioned to build a new nationwide wireless network (GSM) on top of the existing network. This meant heavy radio network design work followed by supply fulfillment, installation, integration and optimization. The responsibility covered the main interface towards the customer and of course the internal: profitability, project progress, resource mgmt, supply chain, network performance, customer satisfaction and add-on sales. All in all we had 1000’s of people deployed in making this a reality.
I did also, in parallel, initiate an Operational excellence program for Ericsson and US within the supply chain area, a program that became a foundation for a company wide change program governed by the executive team. From March 2001 to August 2004 (3 years 6 months) USADirector of Operational Excellence @ Responsible to develop and manage a company program for Ericsson in Brazil with the target to improve the Time-To-Customer performance. Starting with “find out what’s not working", develop a solution, establish it and manage the change program. This covered the total company, from sales processes including total restructuring of product packages, supply chain processes; IT tools (SAP R/3) to a new performance management structure. Ericsson i Brazil was a fairly large company with 2 BUSD in sales and some 3000 FTE's. The major enabler was the development of standard product packages and the establishment of an end-two-end designed and implemented supply chain process. Another key enabler was re-designed and established communications structures and targets between the KAM organizations and the Supply organization. Instead of talking to each other and internal KPI’s they spoke with each other and they shared mutual KPI’s. Lead-times were cut from 8 weeks to 2 and delivery precision went from less than 20% to over 90%. This together with some other strong results resulted in an expansion of the program to cover all 13 Market Units within Market Area Latin America From December 1998 to February 2001 (2 years 3 months) BrazilManager of Supply Chain excellence @ Responsible for improving the BU-TDMA supply chain (demand planning, performance mgmt and material flows). I was also in charge of analyzing where manufacturing should be located. Established during this time a Radiobase and microwave plant in Brazil. (spent about 1 week/month in Brazil in 1999). From March 1997 to November 1998 (1 year 9 months) SwedenProduction Manager @ Director of Manufacturing – Systems, Boards, cable, backplanes, receiving control, goods arrival and warehouse
Moved the organization from a functional oriented to flow oriented and increased productivity with over 30% and employee satisfaction with 50%.
Was also in charge of outsourcing the board assembly business to a contract manufacturer. (first outsourcing ever for Ericsson Radio) From January 1995 to March 1997 (2 years 3 months) sweden
M.Sc, Mechanical Engineering and Business @ KTH Royal Institute of Technology From 1990 to 1994 10 wk course, Macro Economy @ Stockholm School of Economics From 1993 to 1993 10 wk course, law @ Stockholm University From 1993 to 1993 Johan Jemdahl is skilled in: Strategy, Change Management, Supply Chain Management, Outsourcing, Program Management, Process Improvement, Management, Supply Chain, Leadership, Integration, Team Building, Operations Management, Telecommunications, Business Strategy, Project Planning, Manufacturing, Logistics, Operational Excellence, Sourcing, Contract Negotiation, Product Management, Project Management, Business Development, Process Management, Negotiation, Sales Management, Strategic Planning, International Business, Team Leadership, Vendor Management, Strategy Development, Business Management, Analysis, Procurement, Product Development, Performance Management, Coaching, Strategic Sourcing, Management Consulting
Looking for a different
Get an email address for anyone on LinkedIn with the ContactOut Chrome extension