Dr. Tobias Harzer
Member of the Board of Management, Automation & Warehouse Equipment | Jungheinrich
Dr. Tobias Harzer, born on September 3, 1974, in Stuttgart, has been a member of the Board of Management of Jungheinrich AG since 2026, responsible for Automation & Warehouse Equipment. After studying business administration in Bamberg and Montpellier and completing his doctorate, he began his career at Roland Berger, most recently as a project manager.
Since joining Jungheinrich in 2006, Harzer has held various international leadership roles across product management, sales, and marketing. Most recently, as Senior Vice President, he was responsible for the automation business, where he initiated a comprehensive transformation program including a new strategic direction and the reorganization of all units.
As a Board member, Dr. Harzer is driving the further expansion of automation as a key strategic growth field for Jungheinrich. His goal is to position the company as a global system integrator for automated intralogistics solutions, combining mobile robots, warehouse automation, equipment and software solutions into a seamlessly integrated portfolio.
To achieve this, he is strengthening the organization for scalability, integration, and execution speed – focusing on clear priorities, standardized solutions, and global reach to unlock sustainable growth in a rapidly evolving market.
Kaleidoscope Stage
Turning Risk Into Opportunity – Crisis as Driving Force for Digital Transformation – Investing in the Digital Future Despite Crisis
The crises of recent years and the sheer scale of the changes have, in some cases, come as a shock to many companies (particularly those in Germany), leading to a hesitant approach to investing in the digital future. For many companies, this period is now over, and they are driving forward their digital supply chain transformations as a top priority, even though these companies face major economic challenges (for example, the automotive, chemical and large parts of the mechanical engineering sectors). How can this balancing act be successfully managed, and what do successful strategies look like?