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Supply Chain Risk Is Agnostic

Supply Chain Risk will find you

Supply Chain Risk Does Not Check Your Org Chart Before It Hits A Supply Chain Risk or a cyberattack does not ask whether you are a NASDAQ/DAX corporation or a 12-person family business. A key supplier insolvency does not care if you are privately owned, government-owned, or publicly listed. A flooded port, a sanctioned trade route: none of it checks your balance sheet first. RISK IS AGNOSTIC Just watch the news: It applies to multinational corporates with big risk departments. It applies to the SME with one overworked person handling sourcing, finance, and risk simultaneously. It applies to municipal utilities, hospitals, NGOs. It even applies to the freelancer whose entire business depends on a few clients. None of these organizations are exempt simply because of their size, ownership structure, or sector. What differs is not whether risk will arrive. What differs is whether anyone is prepared for it. I have worked inside large corporates with mature SCRM functions, and I have advised smaller, privately owned businesses with no formal risk process at all. The companies that struggled most were not always the smallest or the least sophisticated. They were the ones who quietly believed that disruption was something that happened to other organizations. At the end of all the frameworks, governance models and digital monitoring tools, there is one plain truth that applies equally to all: This is about staying in business. About remaining solvent. About continuing to provide work, income, and stability to the people who depend on the organization, regardless of its size or legal form. Whether you are an SME or a global corporation makes no difference. Preparation and investment are required either way; a big budget proves nothing about effectiveness, and there is no excuse for inaction or for hiding behind the excuse that this is only for „the big ones.” Preparedness is not a luxury reserved for those who can afford a risk department. It is a basic act of responsibility toward your employees, your shareholders, your customers, and, ultimately, yourself. If you run an organization of any kind, the question is not whether risk will find you. The question is whether you will be ready when it does. Hi. I am Jan, your SCRM Builder. Not a consultant who theorizes about risk. A procurement leader & risk practitioner who has built 15 SCRM programs globally, trained 1,200 people, and led procurement and risk organizations through crisis. I share what actually works and build your effective SCRM. I work and train globally

Cargo Theft

Today’s cargo thief doesn’t wear a mask. He wears an employee badge. Pay attention, Supply Chain Risk Community. This serious problem is not on the radar of many organizations. ⚡49,366 attacks on European supply chains in just 273 days. ⚡8,2 billion euros in annual cargo theft losses across the EU. ⚡+438% increase in cargo theft across Europe within a single year. These are not numbers from a crime novel. They come from TAPA incident reports and industry analysis by trans.info. The real problem runs deeper than the numbers themselves. When we talk about supply chain risk, we default to geopolitical, insolvency, and environmental risks. The last mile and the human factor rarely make the priority list. That is exactly where a risk with real financial impact and long-term reputational damage is quietly building. Cargo theft: the problem isn’t the thief. It’s his invisibility. Today’s perpetrators operate from the inside, not the outside. As drivers. As warehouse staff. As dispatchers. As executives of so-called fake carriers. They show up with documentation, genuine or forged, and they know the processes. In some cases, they helped design them. 76% of cargo theft in logistics in 2024 happened directly out of vehicles. The real problem is structural. Once someone has built insider knowledge inside a supply chain, they can carry that knowledge across employer changes, carrier changes, and new identities. Site bans stay local. Background checks filter only the coarsest cases. Blacklist sharing, in its previous form, has been unlawful since GDPR. And conventional biometric one-to-one checks only confirm whether a person matches the credential they present, not whether that same person is already active in the system under a different identity. The result: repeat offenders regain access to security-sensitive positions despite prior red flags, identity changes, and employer changes. Undetected. What’s needed isn’t another document. It’s a different logic. One that starts with the person, not the paperwork, applied continuously, across company lines, and in a privacy-compliant way. The entire supply chain industry and retailers are currently working on solutions to this exact problem. Anyone looking into it should consider: Drivers Trust by Green Convenience. Established global freight carriers and retailers trust Drivers Trust ⬇️ Download the whitepaper. https://www.driver-trust.de/hubfs/whitepaper_handlungsbedarf_frachtkriminalitaet_mehrfachtaeter_identitaetsbetrug_FOGD.pdf?hsLang=en

targetP in the US

🇺🇸 ☕Coffee & Procurement Talk in Georgia or South Carolina. targetP comes to the US I spent almost eight years living and working in the US. I helped build an automotive plant in South Carolina from the ground up, restructured the North American Procurement operations out of Detroit, and later built the global procurement organization of AGCO Corporation, headquartered in Atlanta. Now I am coming back, and I am not here for a conference badge or a keynote slot. I am here for some business meetings, coffee, conversations, and the kind of honest talk you do not get in a boardroom. Today I lead targetP evolving procurement, a Procurement Advisory firm with offices in Berlin and Atlanta. We are not traditional consultants; we are former procurement and supply chain executives who have built, led, and turned around global procurement organizations from the inside. Many of us have lived and worked in the US while leading global organizations and projects. We work with companies such as Autoliv, KION, Danfoss, Swiss Railway SBB, and many others, helping them build procurement capabilities that withstand pressure. If any of this sounds like where you are right now, I would like to talk: ✔ Procurement Transformation that has stalled or lost momentum ✔ A leadership or performance gap that needs an Interim CPO / Interim Executive ✔ Supply Chain Risk you have been meaning to address but never quite get to ✔Digital Procurement & AI Enablement, if you are wondering where to start or how to separate hype from real value No pitch deck, no sales call disguised as a meeting. Just people talking Procurement. I will be in Georgia and South Carolina July 15 to 28. Send me a message, let’s find a time.

Stammdaten im Einkauf

Stammdaten im Einkauf: KI-Agenten laufen nicht? Probleme bei Lieferkettentransparenz? Datenprojekte dauern Monate? Das muss nicht sein. In den letzten Beiträgen haben wir gezeigt, warum saubere Stammdaten im Einkauf die Grundlage sind für: 🔹erfolgreiche KI-Initiativen 🔹resiliente Lieferketten 🔹Transparenz & belastbare Entscheidungen Jetzt geht es um den nächsten Schritt. Vom Erkennen zum Handeln. Stammdaten im Einkauf ist aktuell Priorität in vielen Unternehmen Mit Match & Clean verfolgen wir einen pragmatischen Ansatz. Schnelle Ergebnisse statt langwieriger Projekte. So starten wir gemeinsam: 1️⃣ Erstgespräch zu Ihren Herausforderungen 2️⃣ Demo auf Basis Ihrer Stammdaten 3️⃣ Analyse, Bereinigung und Aufbereitung 4️⃣ Gemeinsame Bewertung der Ergebnisse 5️⃣ Integration in Ihr ERP, TMS oder als Standalone-Lösung Hinter Match&Clean steht eine praxiserprobte SaaS-Lösung, die bereits erfolgreich im Supply-Chain-Umfeld eingesetzt wird. Sie standardisiert, bereinigt und ergänzt Lieferanten- und Lokationsdaten KI-gestützt und schafft damit die Grundlage für belastbare Prozesse, transparente Lieferketten und erfolgreiche Automatisierung. 🚀 Mehrwert sehen Sie nicht erst nach Monaten, sondern bereits nach den ersten Analysen. Welches Potenzial steckt in Ihren Lieferanten- und Lokationsdaten? Sprechen Sie uns an. Gerne zeigen wir Ihnen anhand Ihrer eigenen Daten, wie sich Transparenz, Datenqualität und Automatisierung messbar verbessern lassen targetP evolving procurement. Über 30 digitale Einkaufsprojekte und gebündelt mehr als 80 Jahre Einkaufserfahrung sprechen für sich. Wir machen Lieferketten widerstandsfähig, schaffen KI-Grundlagen und steigern den Ergebnisbeitrag.

Procurement AI Cost Shock

🚨 Procurement Is Not Exempt From the AI Cost Shock Procurement and supply chain are not exempt from the AI cost shock. Procurement is about cost management, and rising AI costs need to be professionally managed, too. Urgently! Most loud AI billing comes from software engineering. It is tempting for procurement leaders to assume this is someone else’s problem. It is not. The upside is real. Walmart’s work with the negotiation platform Pactum, as reported in a 2022 Harvard Business Review article and since expanded, is one of the better verified examples in procurement. Walmart used an AI chatbot to negotiate terms with tail-end suppliers, the long list too numerous for human buyers to handle individually. In the original Canadian pilot, the system closed agreements with 64 percent of the 100 suppliers invited, against a 20 percent target, and extended payment terms by 35 days. As the program expanded to the US, Chile, and South Africa, the close rate reached 68 percent. That is agentic AI doing in days what human buyers could not do at all. And costs have increased. ⚠️ The risk side deserves equal attention. In January 2026, supplier data firm Apexanalytix published a report titled Procurement AI has a Hallucination Problem. Its argument: most procurement organizations run AI on supplier data that is fragmented, duplicated, and often outdated. When AI reasons over records like this, it infers and guesses rather than stopping to ask. The output looks confident. It is not necessarily correct, and you paid lots of money for no or poor results! That matters more in procurement than most back-office work. A sourcing agent recommending a supplier from stale financial data, or an onboarding agent approving a vendor against an outdated sanctions list, can create exposure that surfaces months later in a stockout or compliance finding. Deloitte’s 2025 Global CPO Survey found 94 percent of procurement executives use generative AI weekly. Separate tracking puts real, governed, full-scale deployment at closer to 4 percent. That gap is where the token bill and data risk first surface. Do: ✅set a hard usage cap before the first agent goes live. ✅Clean supplier data first. Start with contained, low-risk spend. ✅Measure cost per task from week one. ✅Scope context deliberately. Keep a human in the loop for payment or contract terms. Do not: ❌roll out agentic AI tenant-wide before a contained pilot. ❌Let leaderboards reward token volume over correct outcomes. ❌ Point a frontier model at routine tasks a cheap model handles. ❌Trust a recommendation without checking the data behind it. ❌Assume a falling token price means a falling bill. It’s about time that procurement organizations ramp up capabilities to manage AI costs and contracts. It’s a totally different animal than buying SaaS solutions targetP evolving procurement. More than 35 digitalization projects in Procurement speak for themselves. So do decades of Procurement experience

Cost of AI

🚨Cost of AI and How Not to Go Bankrupt AI just hit the meter. Procurement is about cost management, and AI costs need to be managed, too. Urgently! Business Leaders who bragged about AI adoption rates in 2025 are the same ones quietly explaining 2026 budget overruns to their boards, because every leader now has to manage AI spend as deliberately as they manage its advantages, or watch a tool built to save money become the fastest way to burn it. Lately, Microsoft made Copilot Cowork generally available across MS 365, an agent that reads documents, pulls Excel numbers, writes in Word, and files the results in SharePoint from a single instruction. The interesting part is not what it can do. It is how it gets billed. On top of the existing Copilot license, Cowork bills by the task, from about 100 credits to well over 700, depending on the model, context, tools called, and runtime. Microsoft is not the exception; it is the pattern. GitHub Copilot moved its whole user base to usage-based billing on June 1. Cursor switched from fixed allotments to credit pools in 2025, an episode that ended in a public apology and refunds. Anthropic now layers credit pools for agentic work onto its subscriptions. A flat fee used to mean roughly unlimited use. Now it is closer to a starter pack. 📉 The paradox nobody budgeted for: token prices keep falling, by 9 to 900 times per year depending on the benchmark, per Epoch AI. Yet bills keep rising. Goldman Sachs expects AI agents to drive a 24-fold jump in token use by 2030. The reason is structural. A chatbot answers one question and stops. An agent plans, calls tools, checks its own output, sometimes redoes the work, and only then answers. The examples are no longer hypothetical. It’s said that Uber burned through its entire 2026 AI budget by April, helped by an internal usage leaderboard. Its COO has since said the company cannot link that spending to any measurable improvement. ⚠️ Axios reported an unnamed enterprise that ran up a 500 million USD Claude bill in one month, because nobody set usage limits on employee licenses. Amazon shut down an internal usage leaderboard after employees gamed it. JPMorgan flagged employees who are now spending more on tokens than their salary. These are not careless organizations. They are sophisticated buyers, and they still got surprised. ✅ The fix: stop asking which tool is most powerful. Ask what a finished task actually costs. Sort AI work into three buckets: 1. routine tasks for a cheap model, 2. valuable expert tasks where a stronger model earns its keep only if checked, 3. true agent tasks that should produce a clear lever in revenue or time saved, since they are also the most expensive to run. ✅Measure cost per task, time saved, output quality, and the share needing no rework. Without those numbers, you are running on vibes. targetP evolving procurement. 35+ digitalization projects in Procurement don’t lie. Either don’t decades in Procurement

Frachtkriminalität

FRACHTKRIMIMALITÄT IST TEIL DES RISIKOMANAGEMENTS UND STEIGT RAPIDE 🦹 Frachtdiebstahl in Europa: +438 % 💸 Jährlicher Schaden: 8,2 Mrd. € 🥇 Deutschland auf Platz 1 bei schweren Schadensfällen in Europa Risikomanagement in der Lieferkette geht weiter, als man denkt. Es betrifft Bereiche und Prozesse, die viele Risikomanager und Supply Chain Experten kaum auf dem Radar haben. Ein hervorragendes Whitepaper von Fachexperten hat diese Gefahren analysiert, bewertet und transparent dargestellt. Es bereitet Anlass zur Sorge, zeigt aber auch konkrete Lösungen auf. Ein MUSS für alle, die Ihre gesamte Wertkette absichern müssen – auch zum Schutz der Kunden. Wie sieht es oft im Tagesgeschäft aus 1. Ein Fahrer steht an der Rampe. 2. Die Dokumente wirken plausibel. 3. Der Carrier scheint bekannt. 4. Der Prozess läuft unter Zeitdruck und die Ware muss raus. Die operative Frage lautet meistens: „Sind die Unterlagen vollständig?“ Aus Fraud-Sicht reicht das nicht. Entscheidend ist: „Wissen wir wirklich, wer vor uns steht und erkennen wir dieselbe Person wieder, wenn sie morgen unter anderer Identität, über einen anderen Dienstleister oder an einem anderen Standort erneut auftaucht?“ Genau hier entsteht eine der größten Schutzlücken in der modernen Frachtkriminalität. Fake Carrier nutzen Vertrauen. Insider nutzen Prozesswissen. Mehrfachidentitäten nutzen Systemgrenzen. Kriminelle nutzen die Tatsache, dass ein echtes Dokument trotzdem auf betrügerischen Identitätsangaben beruhen kann: Fraudulently Obtained Genuine Documents (FOGD). Das Problem ist also nicht nur Dokumentenechtheit. Das Problem ist Wiedererkennung. ⚡ Viele Prozesse sind dafür nicht gebaut. ✅ Sie prüfen Dokumente. Aber keine Identitätsmuster. ✅ Sie validieren Unternehmen. Aber nicht immer die tatsächlich eingesetzte Person. ✅ Sie erfassen Vorfälle lokal. Aber nicht übergreifend. ✅ Sie kontrollieren einmalig. Aber nicht fortlaufend. Und gleichzeitig wächst der Compliance-Druck: Führerscheinprüfung. Arbeitserlaubnis. Aufenthaltsdokumente. Nachweispflichten. Zoll- und FKS-Prüfungen. DSGVO-konforme Dokumentation. Subunternehmer- und Dienstleisterstrukturen. Das Whitepaper, entstanden im Rahmen einer unternehmensübergreifenden fachlichen Kollaboration, zeigt: klassische Dokumentenprüfung, isolierte Unternehmensscreenings und reine 1:1-Prüfungen in KYC-Prozessen schließen diese Lücke nicht zuverlässig. Genau hier setzt DriverTrust an. Unternehmensübergreifend und entlang der gesamten Lieferkette. Und im Einsatz bei zahlreichen Logistikdienstleistern und im Fertigungsumfeld, wo Verifikation zum Schutz von Werten notwendig ist. Sprechen Sie mich gerne an. Risikomanagement ist mehr als Radare und Register. Auch mehr als geopolitische Risiken oder Insolvengefahren. ⬇️ Das vollständige Whitepaper: https://www.driver-trust.de/hubfs/whitepaper_handlungsbedarf_frachtkriminalitaet_mehrfachtaeter_identitaetsbetrug_FOGD.pdf?hsLang=en

AI Agents in Procurement

Ai Agents in Procurement

🤖No, it’s not an AI-Agent in Procurement. It’s just a patient chatbot. I’ve had plenty of conversations about AI in Procurement, AI-agents, and such, and many said, „We built an AI agent for procurement.“ Question: Does it wait for you to type something before it does anything? YES? Well, then it is not an agent. And, like everywhere else, it’s important to be precise in our wording and in how we execute things. Otherwise, it creates false expectations, and digital solution providers will sell you garbage at gold prices. Guaranteed. Technology has changed over the past 25 years. But not the way marketing cheats you. Let me give you two scenarios Here is a concrete example: You get an email at 2am: a key supplier just suspended shipments. ➡️ Chatbot scenario: You wake up, see the email, open the tool, type „summarize this situation,“ read the output, type „what are my alternatives,“ copy the text somewhere, and start making calls. You saved maybe 20 minutes. Nice. ➡️ Real agent scenario: The agent already read the email. It checked your supplier database, ran a risk assessment, identified three alternative sources with existing contracts, drafted a brief for your team, and flagged the situation as critical. You wake up to a decision, not a problem. You saved four to six hours, maybe more. That is not a productivity improvement. That is a fundamentally different way of working. A real AI agent receives information, analyzes it, and takes action on its own. Without you prompting it. Without you babysitting it. That is the difference between saving you five minutes and taking an entire task off your plate. Before you buy, ask one question: what does this system do when I am not looking? If the answer is „nothing,“ now you know what you have. The gap between these two modes is not about which tool you use. It is about whether your organization is actually ready to let AI close the loop autonomously. That is the harder conversation nobody is having.

DIE Lösung zur Stammdatenbereinigung in der Supply Chain

Stammdatenbereinigung in der Supply Chain

STAMMDATENBEREINIGUNG MIT EXPERTEN & AUTOMATISIERUNG Die meisten Unternehmen kennen ihre Stammdatenprobleme und haben wenig Zeit für eine effektive Bereinigung ihrer Stammdaten. In Gesprächen hören wir immer wieder dieselben Aussagen: ➡️ „Wir haben Dubletten.“ ➡️ „Unsere Lieferantenstandorte stimmen nicht.“ ➡️ „Unsere Datenqualität bremst Automatisierung und KI-Initiativen aus.“ 👉Genau hier setzt unser bewährter Match & Clean an: ✅Dubletten erkennen ✅Adressen standardisieren ✅Standorte korrekt zuordnen ✅Adressen geokodieren ✅Lokationsdaten intelligent anreichern 👉Was kann Match & Clean-Highlights: ✅Automatisierte Adressbereinigung, Duplikaterkennung, Anreicherung und Geofencing, betrieben durch KI und verifizierte Datenquellen ✅Datenweitergabe, Rollen- und Rechteverwaltung, SSO und Whitelabeling ✅Geofences, Point-of-Interests und Layouts zur Optimierung von ETA-, IoT- und Automatisierungs-Workflows 👉Ihr Mehrwert ✔️ Einkaufs- und Logistikprofis mit langjähriger Praxiserfahrung und einem leistungsfähigen System unterstützen Sie ✔️ Lieferkettenstammdaten sind planungssicher ✔️ Supply Chain Risiken lassen sich identifizieren ✔️ Entscheidungen werden auf einer verlässlichen Datenbasis getroffen ✔️Praxiserprobt: Match & Clean wird bereits erfolgreich im komplexen Umfeld genau dafür eingesetzt und lässt sich nahtlos in bestehende Systemlandschaften integrieren. 👉Wie starten wir gemeinsam? 1️⃣ Erstgespräch zu Ihren Herausforderungen und Anwendungsfällen 2️⃣ Testlauf mit einem Auszug Ihrer Stammdaten 3️⃣ Analyse und Ergebnispräsentation 4️⃣ Kein Druck, kein Powerselling. Sie entscheiden über die nächsten Schritte Mit LogBook und targetP evolving procurement bündeln wir Einkaufs-, Daten-, Supply-Chain- und Logistik-Know-how, um aus Stammdaten eine belastbare Grundlage für Entscheidungen und operative Prozesse zu schaffen. Praktiker mit 30+ Systemintegrationen und langjähriger Einkaufserfahrung. 👉Sprechen Sie uns an und wir zeigen Ihnen wie Sie transparente und resiliente Lieferketten schaffen, Lieferkettenrisiken minimieren und Sie ihre Logistikkosten optimieren.

3rd Annual Supply Chain Risk & Resilience Forum

Supply Chain Risk & Resilience

Back from the 3rd Annual Supply Chain Risk & Resilience Forum in Amsterdam. It was a pleasure to reconnect with a truly international community of supply chain, procurement, risk, and resilience professionals who are all working on one of the most critical challenges of our time: Building supply chains that can withstand disruption while remaining competitive and sustainable. One of my key takeaways from the forum is that while digital technologies, AI, predictive analytics, and risk intelligence platforms continue to evolve rapidly, the real differentiator remains people and culture. Unexpectedly, many risk practitioners, including me, talked about it. ⚡In my presentation, I shared insights from 15 SCRM implementations and focused on three themes that consistently separate successful programs from those that struggle: ✅ Risk leadership, risk culture, and trust are not soft topics. They are THE foundation of effective SCRM operations. ✅ Digital & AI-driven capabilities can significantly improve risk visibility, proactive mitigation, and cost optimization. However, technology only creates value when it is embedded in decision-making processes and supported by strong governance. AI will not deliver results. Period! ✅ The predictive advantage comes ONLY from combining digital intelligence with human expertise. AI risk identification & assessment must seamlessly integrate with human judgment, experience, and collaboration to enable better and faster decisions. The conference also featured many thought-provoking presentations and discussions. I particularly enjoyed the perspectives shared by leaders from SAP, A.P. Moller – Maersk, FMC, Stryker, Amcor, Bekaert, Moody’s, Tesco, KION, etc. on all aspects of supply chain resilience, who shared practical insights and different perspectives on how they increase robustness and integrity of supply chains. The discussions around trust, transparency, multi-tier visibility, and data sharing were especially relevant for the challenges organizations face today. What became clear throughout the event is that resilience is no longer a capability that sits alongside operations. It is becoming part of an organization’s DNA. Building that resilience requires trust between partners, transparency across supply networks, and the right balance between human insight and technological innovation. 👉A big thank you to Leadvent Group for organizing such a valuable event and to Greg Schlegel and Jim de Vries for the invitation and the excellent moderation and discussions throughout the forum. Looking forward to continuing the conversation on how we can move from managing risks to building truly resilient supply chains. 👉RECOMMENDATION to my network: Attend the 4th Forum in 2027. It’s worth your time. There are not many other comparable platforms in the EU

English

targetP

About the company:

Joint Venture Truck OEMs(Germany & Sweden)

Development Hydrogen fuel cell systems

approx. 500Employees, strong growth

GlobalTechnologyInnovator

Case Study

Industry: Automotive

Area: Organisation

Land: Deutschland & USA

Duration: 12 Months

Starting Point / Assignment

Objectives

Approach

Results / „Deliverables“

About the company:

Joint Venture Truck OEMs(Germany & Sweden)

Development Hydrogen fuel cell systems

approx. 500Employees, strong growth

GlobalTechnologyInnovator

Case Study

Industry: Automotive

Area: Organisation

Land: Deutschland & USA

Duration: 12 Months

Starting Point / Assignment

Objectives

Approach

Results / „Deliverables“

About the company:

Family Owned Business with international Footprint

Family Owned Business with international Footprint

approx. 500 Mio.Turnover

approx. 3.000 Employees

Technology & Market Leaderin Harvesting Equipment

Case Study

Industry: Agricultural Machines

Area: Transformation

Country: Germany

Duration: ~ 18 Months

Starting Point / Assignment

Objectives

Approach

Results / „Deliverables“

About the company:

Family Owned Business with international Footprint

Family Owned Business with international Footprint

approx. 500 Mio.Turnover

approx. 3.000 Employees

Technology & Market Leaderin Harvesting Equipment

Case Study

Industry: Agricultural Machines

Area: Transformation

Country: Germany

Duration: ~ 18 Months

Starting Point / Assignment

Objectives

Approach

Results / „Deliverables“

About the company:

Leading Healthcare Provider

High reputation (Top rated Medical Care)

Site: approx. 825 Mio. Turnover

approx. 1.700employees

> 80.000 Patienten/Jahr

Case Study

Industry: Health Care/Clinic

Bereich: Interim & Entwicklung

Country: Germany

Duration: 6 Months

Starting Point / Assignment

Objectives

Approach

Results / „Deliverables“

About the company:

Leading Healthcare Provider

High reputation (Top rated Medical Care)

Site: approx. 825 Mio. Turnover

approx. 1.700employees

> 80.000 Patienten/Jahr

Joint Venture Truck OEMs
(Germany & Sweden)

Joint Venture Truck OEMs
(Germany & Sweden)