Curriculum Vitae

Name: Mogens EisAddress: Knud Rasmussens Vej 5

7400 Herning

CPR number: 100178Tel. no.: +45 30678040E-mail: mogens_eis@hotmail.com or mogens@eis.dkMarital status: marriedFamily: Two sons (Sebastian and Lukas) Interests: Golf, handball and football and spending time with family and friendsLinkedIn: http://www.linkedin.com/in/mogenseis

Education and training:

2008 – 2009 Management Diploma - Aarhus University Institute of Business and Techno-logy in Herning (HIH)Advanced Management Subjects: Personal development, management & motivation, management

& organisation, management & coaching, change management and thesisThesis/Project subject: Implementation of High Performance Teams at Vestas Nacelles, RKB. Fo-

cus was to implement a factory team structure that at the same time was matching the structure at SCM, our closest internal collaborator. The theor-etical framework for the implementation, advantages/disadvantages for the organization and impact for the people and the managers was also analysed

2004 - 2006 MSc. In Economics and Business Administration, Business Relationship Management Full time course completed in EnglishAdvanced Graduate Degree at the University of Southern Denmark, Sønder-borg Subjects: Business Marketing, Supply Chain Management, International

Marketing Management, Business Environment and Organisational Man-agement and Strategy

Project tasks: Include a Business Environment project covering outsourcing issues. Focus on the advantages and disadvantages of outsourcing for companies

and society at large.

Master thesis: Written for Finn A Værktøj A/S Benchmarking via questionnaires relating to market analysis, competing

companies and Finn A Værktøj A/S Suggested changes to parameters and the marketing mix to deliver substan-

tial increases to profits and increased market share within 2 years.

2005 Exchange student at Willamette University, Oregon, USA. Completed an accredited course on their MBA study program

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Subjects: Negotiation, Integrated Marketing Communications, Global HRM & Organizational Design

2003 – 2004 Bachelor (Hons) (HA) in International Business Management Staffordshire University, England Full time study in finance, marketing, strategy and HRM Subjects: Business Decision Making, Competitive Marketing, Strategy

Analysis & Implementation, Japanese & International Operation, Interna-tional Strategic Management, Performance & Reward and International Human Resource Management

2001 – 2003 Marketing Management / thesis in sales and German – Viborg Business Academy

Thesis: Bolighuset Bahne in the north German market. Market survey to determine whether there is sufficient demand to support a

Bolighuset Bahne in northern Germany. Assessment of the relevant marketing channels, legislative differences

between Germany and Denmark, staff employment and optimal location

1995 - 1998 Higher Commercial Examination - from Fredericia/Middelfart Business School

Employment history:

2015 - Siemens Windpower A/S01/2015 – Now Head of Planning, Logistics & Supply ManagementPart of the top tier management team of site Brande. Heading a Planning, Lo-gistics & Supply Management department which totals app. 350 people (salaried and hourly paid) with a management team of 5 managers (direct re-ports), 12 team/group-leaders and 1 assistant (direct report)

Responsible for all inbound and outbound logistics to and from the factory Define, manage and control department budget Overall responsible for Safety in my department Develop strategy for the department (using the Policy deployment toolbox) In total responsible for warehouse locations adding up to 287.000 m2 Purchasing direct and indirect (consumables) materials with a scope of

+15.000 item numbers Manoeuvring a supplier pool of +200 Maneuvering a yearly inventory value of 10-12 BDKK Provide accurate production planning to ensure the optimization of the

finished goods inventory and factory resources Ensure delivery to the production line with 99,5% precision Responsible for continually developing our collaboration with our strategic

functions to constantly lower our TCO

Outline of results: Improved focus on Safety via events, KPI´s and behavioral change –

No LTC/LTI´s in FY 2014/2015 Starting and responsible for leading a global consumable project for

Nacelle factories and Blade factories with saving potential of several MDKK

Starting and responsible for leading a cost out initiative on our forklift agreements on DK plants within Nacelles and Blades.

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o Test site at own area in Herning, gave yearly saving of 0,5 MDKK

Ongoing cultural change in bringing down barriers and silo thinking between operational (factories) and strategic departments, advocating a TCO mindset

Reshaping the organization and roll out of strategy and KPI´s for my department

2006 – 2014 VESTAS A/S09/2012 – 12/2014 Senior Manger Logistics & Procurement – Vestas Man-ufacturing A/S – V112 Assembly, Ringkobing, DKDeputy Factory ManagerPart of the top tier management team with responsibility for managing approx-imately100 staff including four middle managers in the warehousing, shipping planning, purchasing, customer visit department and a Shared Service Center in Chennai, India Responsible for all inbound and outbound logistics to and from the factory Member of the factory top tier management team where long term strategy

and decisions is taken within Safety, Production, Quality, TS, Logistics, P&C and others, is taken

Define, manage and control department budget Implementation of Daily Management (SQDIP) and Kaizen boards within

Logistics and Production Responsible for all customer visits at the factory (50+ a year) Defining and follow up on KPI´s and Policy Deployment Targets KPI owner of overall factory targets within areas such as efficiency, cost

and quality Stock control and inventory management with a target of less than 10 days

of inventory Offshoring of administration activities to Shared Service Center in India Outsourcing of warehouse activities to 3 PL Responsible for the overall development of the department and people +

salary negotiations Ensure delivery performance to customers above 99% Logistics Lighthouse Owner Ensure availability of components to the line through different

replenishment systems, JIT, Kanban, VMI & Consignment Manage a pool of 263 suppliers all over the world, with more than 4000

part pieces Maneuvering a yearly inventory value of 6-8 BDKK Provide accurate production planning to ensure the optimization of the

finished goods inventory and factory resources Organize and optimize internal pull from production ensuring the delivery

to the line with 99,5% precision Factory responsible for the cooperation with Vestas Global Sourcing

Function in order to setup, develop and implement supplier strategy for the factory, ensuring minimum stock and costs with the right quality

Outline of results: SRM strategy implemented with activities like Supplier Roadshow and

Factory Suppliers Day, implemented globally at Vestas Implementing a new warehouse layout with savings of MDKK 11+ Reducing inventory accuracy mistakes with 50% Transport savings of MDKK 2 in a year Administration savings of MDKK +2 by Offshoring to Shared Service

Center, India (Build up, training and implementation)

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Supplier consolidation and reduction of leadtime VMI implementation of +1000 items with administration and ware-

house savings of MDKK +1 Packaging return loop setup with yearly saving of app. MDKK 0,8 Outsourcing of warehouse activities to 3 PL with a potential of MDKK

8+ in savings Improved inventory turnover rate to 15,6

08/2010 – 08/2012 Logistic and Procurement Manager – Vestas Nacelles A/S – Generators, Viveiro, SpainI was offered the opportunity, to go, as an expat, to Viveiro, Spain in order to transform our Nacelle factory into a Generator factory. My responsibility was to setup the inbound and outbound Logistics for the factory. As the only none Spanish speaker and my immediate manager also being Span-ish, the two years gave me valuable experience in living, working and leading in another culture, with high pressure on implementing inbound and outbound strategic plans that would make the new factory performing with an output that did not compromise quality and safety

Part of the top tier management team with responsibility for managing approx-imately 50 staff including three middle managers in the warehousing, shipping planning and purchasing departments Overall responsible for the factory inventory management, production

planning, purchasing, warehousing and deliveries to customers Responsibility for daily operations in the logistics department according to

Best Practice standards Implementation of Daily Management and Kaizen boards within ware-

house and procurement Member of the factory top tier management team where long term strategy

and decisions is taken within Safety, Production, Quality, TS, Logistics, P&C and others is taken

Key player in developing and implementing a supplier strategy for the new factory in Spain in co-ordination and alignment with our overall Sourcing department in Germany

Responsible and owner of the Global Logistic Alignment between factor-ies on the Generator Platform

Responsible for the overall development of the department and people + salary negotiations

Defining and building up logistic organization (warehouse, procurement, planning and shipping) including roles and responsibilities inside the de-partments

Strategic and operational planning for the transfer of in total 3 products Responsible for budgeting of the Logistic department Defining and follow up on KPI´s and Policy Deployment Targets Coaching, training and support for the new local leaders at the factory in

order to prepare the Logistic organization for local leadership when my ex-pat period ended in 07/2012

Factory responsible for reporting to the weekly SOA (State Of Affairs) and participation in the SOA TELCO´s

Outline of results:

Keeping the inventory under control of max. 2 weeks with the result of re-ducing inventory with 50 % on a 3 month period

Thru the use of Kaizen boards, implementing more than 100 improvement suggestions from warehouse, representing a cost reduction of kDKK 48

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Conducting continuous VSM workshops with the cost reduction goal of re-moving 2 full time employees

Define and implement warehouse layout for 3 products instead of 1 product but still under same layout conditions

Implement warehouse routines, cycle count and etc., the only factory with 0 stock count deviations within Vestas Nacelles on stock count value and line deviations

Implementing internal Kits sets and Kanban control mechanisms, reducing administration costs with EUR 100.000

Implementation of VMI, reducing inventory, prices and administration cost of a total of app. EUR 150.000

Develop Pull implementation plan for suppliers representing 80 % of our BOM value

Developing the Sourcing Generator platform into a more global organiza-tion, mind-set and strategy

Developing supplier strategy plan for the factory in co-ordination with Sourcing

Transport savings of KEUR 70

08/2009 - 02/2010 Temporary Logistics and Procurement Manager - Ves-tas Nacelles A/S – Assembly, Ringkøbing, DK As a result of the Production Manager leaving his job in July 2009 an internal temporarily rotation took place, where I held two positions: Team Leader Pro-curement and Logistics and Procurement Manager, and did so until a per-manent appointment was made.

Part of the top tier factory management team with responsibility for managing approximately 90 staff including three middle managers in the warehousing, shipping, planning and purchasing departments Overall responsible for the factory inventory management, production

planning, purchasing, warehousing and deliveries to customers Responsibility for daily operations in the logistics department according to

Best Practice standards Member of the factory top tier management team where factory strategy

within Safety, Production, Quality, TS, Logistics, P&C and others is taken Defining and follow up on KPI´s and Strategy Deployment Targets Member in the Global Logistic Alignment forum of Nacelle factories Bridge/relation building between the Sourcing and PEX departments in or-

der to breakdown silos and agree on common Supply Chain Strategy 2 day workshop was among one of the activities

Strategic planning for the upcoming V112 windturbine Responsible for the overall development of the department and people +

salary negotiations Fine-tuning and further develop the High Performance Team organization Budgeting and follow up Responsible for weekly factory commenting to Nacelle Management and

participation in weekly SOA TELCO Responsible for and initiator of 14 Pull suppliers (JIT, Kanban, Consig-

ment, Kanban floor stock etc.) Responsible for training new American staff members including the logist-

ics manager and purchasing manager + regular day to day support Initiation of a project designed to redefine floor stock inventory (1500

product numbers) in order to reduce our supplier base from 96 to a max-imum of three with VMI delivery

Outline of results:

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Net Working Capital goods went from red (off target) to green (on target) in 38 weeks, a reduction in stock retention of MEUR 22

Redefinition of floor stock and deliveries to VMI with a total reduction of approx. MDKK 5.

Implementation of High Performance Team organization within procure-ment and planning

Fulfilment of Logistic KPI´s and Strategy Deployment Targets Successful Logistic and Procurement implementation of app. 2000 new

items for our V112 Nacelle

01/2008 - 07/2010 Team Leader Procurement at Vestas Nacelles A/S - As-sembly, Ringkøbing, DKDeputy Logistics ManagerLine manager for 5 purchasing agents, 1 supplier relation co-ordinator, 1 ad-ministrator and 1 pupil. Member of the factory management team Responsible for daily operations in the purchasing department according to

Best Practice standards Initiator and owner of implementing High Performance Team Organiza-

tion. This organisational structure has been transferred to and implemented

at Vestas Assembly USA and Vestas Spare Parts & Repair Randers Trainer and tutor for new logistic management team at our new factory in

the US according to Best Practice standards Overall responsibility for the supply of all materials for production pro-

cesses from 200+ suppliers Defining and follow up on KPI´s Creation of a supplier relations department which increased focus on sup-

plier relations and performance and also on internal and external relations A part of the steering committee for setting up a new warehouse layout Responsible for NWC including the initiation of 14 pull suppliers Staff and department development to a more team-oriented organisation PDD/MUS interviews / salary negotiations Initiation and management of a range of projects Responsible for weekly factory commenting to Nacelle Management and

participation in weekly SOA TELCO Initiation of logistics improvements / solutions Coordinator for inputs to the logistics department's monthly report and also

the monthly factory reporting to top management Health and safety responsible person for the factory's salaried employees

(approx. 45) and member of the health and safety organisation Preparation of a questionnaire survey of 200+ suppliers relating to coopera-

tion between buyers and suppliers Outsourcing of a number of purchasing tasks to India and assisting other

factory departments with the outsourcing

Results: Implementation of High Performance Team organisation that improved co-

operation with SCM and broke down silos Alignment on supplier strategy

Raised supplier performance from approximately 78 % in 2007 to 85 % in 2008 and 94 % in 2009 This was the first time in the factory's history that supplier performance

has exceeded 80 % Staff survey result of index 82, which at Vestas ranks as a score at the

highest possible satisfaction level During a period of 5 months the department's warehouse costs fell by more

than 60m DKK

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07/2007 – 12/2007 Logistics Coordinator at Vestas Nacelles A/S– As-sembly, Ringkøbing, DKDeputy Logistics Manager A part of the Logistic Best Practice team where new procedures and manu-

als was created Responsible for supplier development with increased focus on supplier per-

formance Development of the logistics department Staff appointment Knowledge transfer from 3 MW factory, Vestas Ringkøbing, Denmark to 3

MW, Vestas Taranto, Italy Safeguarding of critical components to Vestas from suppliers Structuring of supplier follow ups and relationship building Weekly management reporting Training of buyers at our new factory in Chennai, India Co-responsible for weekly and monthly management commenting on the

department's KPIs

Outline of results: Generated focus on the development of relationships with external suppli-

ers An increased focus on supplier performance resulting in a marked im-

provement in supplier performance (from 60 % to 78 % in 2 years) Implementation of new Best Practice standards and procedures

10/2006 - 07/2007 Operational Buyer at Vestas Nacelles A/S – Assembly, Ringkøbing, DK Responsible for more than 50 suppliers including critical component sup-

pliers such as gear, generator, transformer, and tower cable suppliers Purchasing responsible for a windmill update project with a 26 week com-

pletion period Initiation of orders, follow ups, planning, performance meetings, prepara-

tion of action plans for low performance suppliers Responsible for weekly commenting on critical components to the logistics

manager Introduction of the new 3 MW windmill at Vestas Ringkøbing Training Indian colleagues in purchasing processes at Vestas Chennai, In-

dia for one month Building supplier relations Weekly management reporting Participation in technology transfer to affiliated factory in Italy

2005 – 2006 Event Coordinator – GLS and Rent Renome (student job) Co-responsible for Team GLS´ Post Danmark Rundt VIP area Responsible for purchasing, coordination, erection and servicing

2003 Internship with DanNatura GmbH in Hamburg, Germany (4 months) Daily sales team member and marketing assistant

1999-2001 Deployed soldier with NATO on SFOR team 10 and 11 in Doboj, Bosnia Appointed representative for enlisted privates Appointed as responsible for raising moral during difficult periods Compulsory military service and preparation for deployment at Vording-

borg Barracks

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1999 Small business owner MER Rengøring & Hjemmeservice (Cleaning com-pany) Sold in connection with military service Responsible for operation, purchasing, accounts and budgeting, customer

service and two employeesOther training / courses:2010 Leadership and Motivation by Ebbe Bouman 2010 Longterm Lean by Professor Steen Hildebrandt and Anders Nørgaard2009 Green Belt in Lean Six Sigma (Uncompleted)2009 Inventory conference - DILF2009 Supply Chain Strategy – DILF conference2008 SSRM conference at DILF (Strategic Supplier Relationship Management)

Representative positions:2008 – 2010 Responsible for the safety committee of salaried employees2001 - 2003 Member of the student council at Viborg Business Academy2000 - 2001 Representative of the enlisted privates in SFOR teams 10 and 111995 - 1998 Member of the student council at Fredericia/Middelfart Business School

Periods of foreign residence:

2010 – 2012 Expat as Logistic and Procurement Manager at Vestas Generators A/S, Viveiro, Spain

2005 - 2005 Exchange student at Willamette University's MBA course, Salem, Oregon, USA

2003 - 2004 Bachelor in International Business Management - Staffordshire University, UK2003 - 2003 Internship at DanNatura GmbH in Hamburg, Germany2000 - 2001 Deployed soldier with NATO in SFOR teams 10 and 11 in Doboj, Bosnia

Languages:Danish: Native speakerEnglish: Full professional proficiencyGerman: Professional working proficiencyScandinavian languages: Professional working proficiency

IT-skills:Internet Explorer Super userOffice Experienced userOutlook Express Experienced userInfor XA Experienced userAdobe UserMapics Experienced userVIS KON Experienced userSAP User

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