DILForientering_17-1

orientering NR 1 · FEBRUAR 2017 · ÅRGANG 54

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INDUSTRY 4.0: THE DIGITAL SUPPLY CHAIN

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40

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LAGER Sådan holder NiceHair.dk styr på 18.000 varenumre

LØN Gennemsnitslønninger for indkøb og logistik 2016

PROCUREMENT Did you miss the conference Digital Procurement?

indhold

26 Article: The impact of speed on risks and opportunities

10 DIGITALISERING · MÅNEDENS ARTIKEL · Industry 4.0: How digitization makes the supply chain more efficient, agile and customer-focused

by Stefan Schrauf and Philipp Berttram

22 L AGER · ARTIKEL · ”Shampooen var jo tom i går” af Louise von Fintel Vesterholm, DILF

26 S CM · ARTIKEL · How speed affects risks, opportunities and new business models in value chains

by Carlos Cordón, IMD

40 LØN · UNDERSØGELSE · DILFs lønstatistik 2016 af Louise von Fintel Vesterholm, DILF

48 The Danish Supply Chain Panel: Supply chain innovation is important for competitiveness

42 I NDKØB · REPORTAGE · Report from the conference ”Digital Procurement – Disrupt or be disrupted!”

by Tanja Straagaard Jensen, DILF

48 S CM · THE DANISH SUPPLY CHAIN PANEL · Supply chain innovation is perceived important for competitiveness

by Jan Stentoft and Ole Stegmann Mikkelsen, University of Southern Denmark

60 P LANLÆGNING · ARTIKEL · Det bedste forsvar er et angreb – bedre forecasts reducerer risici af Einar Scholte, NewCore

66 SCM · BOGANMELDELSE · Hvor er dit fokus? af Tine Rolff, Pandora A/S

68 INDKØB · INTERVIEW · 12 skarpe til Sofie Ambeck

68 2

Interview: Mød Sofie Ambeck fra Danfoss A/S

DILForientering FEBRUAR 2017 ÅRGANG 54

af Louise von Fintel Vesterholm, DILF

DET FASTE

4 6 8

Leder Opslagstavlen Kort nyt

35 Kursusoversigt 71 Aktivitetskalender 72 Nye medlemmer

KONFERENCE 4. april 2017 Kolding

LAGER 2017 Bekræftede talere: B&O PLAY – ”Transition of the Bang & Olufsen Supply Chain” Pressalit A/S – ”Planlægning, indkøb og produktion som styringskoncept med kost- og lagerreduktion som følge” Takeda Pharma - ”Outsourcing af lager og distribution – hvor ligger nøglen til succes?”

Capability building

Hold øje med www.dilf.dk, hvor programmet vil blive opdateret.

Capability building

Capability building

leder

leder

Anders Høeg formand for DILF

FORÅRETS KOMME – IGEN IGEN… De faste læsere af DILForientering kan måske erindre, at jeg på denne plads de sidste fire-fem år har forholdt mig skeptisk til diverse prognosemageres forudsigelser om, at ”nu kommer væksten”. Det er derfor befriende at kunne konstatere, at der nu rent faktisk er mere vækst i Danmark, men også i EU og verden som sådan. Modsat tidligere er det nu de tidligt industrialiserede lande, som trækker væksten, og BRIK-landene kører i et lavere tempo end forudsagt for få år siden. Men med et globalt PMI på sit højeste niveau i næsten tre år og, meget vigtigt, med ”investment sector” som den drivende kraft tegner det en smule lysere end de seneste år.

Vi mærker det også i DILF. Vi har meget travlt med rekrutteringsopgaver, får flere tilmeldinger til arrangementer, og medlemmer, som er meldt ud på grund af besparelser, begynder at komme tilbage – det er vi glade for. For jo bedre det går for medlemmerne, jo bedre går det typisk for DILF, og på den måde bliver vi i stand til at tilbyde endnu bedre arrangementer og ydelser til glæde for alle. Og vi har allerede lagt godt for land med flere end 150 deltagere til arrangementet med John Henke om Collaborative Supplier Relations, og vi mærker en sjældent stor interesse for vores nye ”Supplier Relationship Management”-uddannelse, som lanceres i disse dage.

Optimismen gør, at vi igen tør tænke ambitiøst. Vi planlægger, at vores Value Based Procurement-konference i juni skal være den mest ambitiøse til dato! Ligeledes vil vi afholde vores traditionelle lagerkonference i foråret og ikke mindst planlægningskonference i efteråret.

Et gennemgående tema vil helt sikkert blive digitaliseringens indflydelse på de forskellige områder, DILFs medlemmer beskæftiger sig med. Mange tænker, at det har at gøre med en fjern fremtid, og at de ikke behøver at forholde sig til det her og nu. Intet kunne være mere forkert, og det er faktisk lidt skræmmende at læse vores dugfriske medlemsanalyse, hvoraf det fremgår, at DILFs medlemmer ser ud til at undervurdere teknologiens indvirkning på såvel procurement som SCM, når vi sammenligner med udenlandske analyser. I DILFs analyse kommer digitalisering langt nede på listen, og det, tror vi, er farligt, for det går rigtig stærkt, som vi erfarede på vores konference Digital Procurement i efteråret 2016!

I denne udgave af DILForientering kan du læse om, hvordan digitaliseringen kan gøre forsyningskæden mere effektiv og kundefokuseret, når der sættes fokus på industri 4.0. I samme tema kan du få resultaterne fra det danske supply chain panels seneste undersøgelse af supply chain innovation. Derudover kan du få indblik i NiceHair.dk’s imponerende udvikling.

God læselyst!

DILForientering

INDKØB ·

LOGISTIK

·

PRODUKTION

·

SCM

Udgivet af: Dansk Indkøbs- og Logistik Forum, Vesterbrogade 149, 1620 København V, tlf: 3321 1666, fax: 3321 1566, mail@dilf.dk, www.dilf.dk Redaktion: Søren Vammen (ansv. redaktør), Louise von Fintel Vesterholm Grafisk tilrettelæggelse: Katrine Juel Tødsø (Antracit), Josephine Flohr Falberg (support, DILF) Annoncer: Kontakt Kathrine Mogensen på tlf.

2677 8654 eller km@dilf.dk, www.dilf.dk ISSN: 1600-2873 Forside­illustration: Shutterstock.com Deadline for næste nummer: 13. marts Næste nummer udkommer:

1. maj . DILForientering udkommer fire gange årligt. Gengivelse af indholdet eller dele heraf er kun tilladt efter forudgående aftale med redaktionen. Indholdet i artiklerne udtrykker ikke nødvendigvis DILFs holdninger. DILF forbeholder sig ret til at afvise materiale, der ikke stemmer overens med foreningens interesser. Der tages forbehold for trykfejl.

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DILForientering FEBRUAR 2017 ÅRGANG 54

CATEGORY MANAGEMENT

UDDANNELSE & CERTIFICERING

Få træning og uddannelse i, hvordan Category Managementtankegangen kan implementeres i din virksomhed.

Uddannelsen består af i alt fem moduler. Hvert modul har Category Management som indgangsvinkel og bygger på, hvordan man mest hensigtsmæssigt får udviklet og implementeret en kategoristrategi.

Uddannelsen afsluttes med en challenge session og certificering.

Moduler: ❙ Kategoritankegangen og mobilisering ❙ Intern analyse – spend management ❙ Ekstern analyse – markedsanalyse ❙ Kategoristrategi ❙ Leverandørstyring ❙ Challenge session

Pris for medlemmer inkl. certificering: kr. 22.000,- ex moms Næste hold starter d. 15. marts 2017 i Middelfart Læs mere på www.dilf.dk eller kontakt sekretariatet på tlf. 3321 1666 Capability building

opslagstavlen

FAGLIG FORKÆLELSE

NY MEDARBEJDER

Gik du glip af den viden, dine fagfæller nu besidder? Frygt ej. Se her de fem mest populære artikler fra DILFs nyhedsbrev siden sidste DILForientering.

Tanja Straagaard Jensen er pr. december 2016 ansat som ny redaktør af DILFs nyhedsbrev. Tanja læser journalistik og kultur- og sprogmødestudier på RUC.

1. Butikkerne scorer selvmål med Black Friday (www.business.dk)

VINDERE AF KONFERENCEPLADS

2. Juletravlhed på kaoslageret hos Karen Volf (www.dilf.dk)

Vi har trukket lod om tre gratis konferencepladser blandt de medlemmer, der har deltaget i vores konferencesurvey.

Vinderne kan frit vælge mellem én af DILFs spændende endagskonferencer i 2017.

3. A procurement professional’s twelve days of Christmas (www.futurepurchasing.com)

Vinderne er: Ingo Dahl Johansen fra Kamstrup A/S

4. The Christmas supply chain in numbers (www.cips.org)

Tanja Ioannou fra Arla Foods amba 5. Half of bosses don’t get what procurement does (www.cips.org)

Christian Andersen fra FLSmidth A/S

Resultatet af DILFs seneste quickpoll viser, at

DILF INDKALDER TIL GENERALFORSAMLING DILF indkalder til generalforsamling mandag d. 15. maj 2017 kl. 16.00. Generalforsamlingen finder sted hos DILF på Vesterbrogade 149, bygning 6, 2. sal, 1640 København V. Tilmelding skal ske senest d. 1. maj 2017.

12 % mener, at lagerautomatisering ikke giver besparelser.

“

Giver lagerautomatisering besparelser?

12 % 38 %

Tilmeld dig her!

50 %

Ja, helt klart Ja, men automatisering kan ikke stå alene Nej, ikke i forhold til investeringen

MÅNEDENS VINVINDERE Vi trækker hver måned lod om tre flasker vin blandt de deltagere, der udfylder evalueringsskemaet ved vores arrangementer.

Vi vil altid gerne have deltagernes konstruktive tilbagemeldinger og takker alle for deres feedback!

Vinderne for oktober og november er: Indkøber Anne Fromm-Christiansen, Dansani A/S og Strategic Sourcing Manager Susanne Reuter Jessen, PANDORA A/S

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DILForientering FEBRUAR 2017 ÅRGANG 54

KURSUS PÅ MASTERNIVEAU TIL DILF-MEDLEMMER I samarbejde med Syddansk Universitet tilbyder vi kurset Strategisk Supply Chain Management. Kurset, der er på masterniveau, strækker sig over 2 x 2 hele dage og har specielt fokus på strategisk supply chain management og leadership. KurTilmeld set afholdes i maj og juni måned i dig kurset Odense, og som medlem af DILF kan her! du tilmelde dig kurset og få 3.000 kr. i medlemsrabat.

CONFERENCE June 13th Copenhagen

VALUE BASED PROCUREMENT Don’t miss out on this year’s procurement event Value Based Procurement The theme for this year will be value based procurement with partial emphasis on post contracting activities and collaborative supplier relationships. We intend to give the participants input on academic, conceptual and practical levels.

Capability building

Reserve your seat already now!

Capability building

Capability building

kort nyt

DRONER PÅ LAGERET Vi har hørt en masse om droner de seneste år, og Amazon er for alvor begyndt at levere varer ved hjælp af droneteknikken. Men nu er Walmart begyndt at bruge dronerne på lageret. Dronerne tager billeder af lageret og registrerer, hvor der mangler varer, og hvor meget der mangler. Det tager kun dronerne én dag at tjekke hele lageret – manuelt tager det ca. en måned.

Læs artiklen ’Drones in the warehouse – will they take off?’ på www.sdcexec.com

NAVNLIG NAVNE Henrik Knak, 51 år, er startet som Partner i konsulentfirmaet SYNCRONIC. Her skal han lede og udvikle virksomhedens Strategy Consulting praksis med fokus på Supply Chain Management og Operations.

Henrik Knak kommer fra The Boston Consulting Group, hvor han som Expert Principal i SCM & IT rådgav kunder i såvel Norden, Europa og USA som Asien.

TÆNK FREMTIDEN MED, NÅR DU KØBER IND Det kan være svært at udregne de totale omkostninger (TCO), når man skal købe et nyt produkt. Derfor har Miljøstyrelsen udviklet fem nye værktøjer, som kan hjælpe med at udregne f.eks. driftsomkostninger – vidste du f.eks., at en servers elforbrug ofte koster lige så meget som serveren selv? Erhvervslivet har længe efterspurgt gode værktøjer til netop sådanne udregninger, og nu er de her altså!

Download værktøjer og vejledninger på www.csr-indkob.dk

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DILForientering FEBRUAR 2017 ÅRGANG 54

HAR DU STYR PÅ DINE LEVERANDØRERS KLIMAPOLITIK? ”Nej”, viser en ny undersøgelse fra ’Carbon Disclosure Project’. Forsyningskæden er efterhånden den nye frontløber inden for miljømæssig ansvarlighed, men meget bliver overset.

Mange virksomheder sætter nemlig deres egne mål om at begrænse klimaændringer, men glemmer at tjekke deres leverandører, når de køber et produkt – måske er der blevet udledt for mange drivhusgasser i produktionen? En løsning kunne være et tættere samarbejde med leverandørerne.

Læs artiklen ’More businesses must work with suppliers to curb climate change’ på www.nytimes.com

DANSKE PRODUCENTER SAKKER BAGUD Industri 4.0, den fjerde industrielle revolution, er allerede godt i gang. Den tæller bl.a. big data, augmented reality og IoT. Men danske producenter sakker bagud i forhold til f.eks. de tyske, når det drejer sig om at tage teknologierne til sig.

Det viser en ny rapport, der samtidig giver anbefalinger til, hvordan danske producenter kan komme med på industri 4.0-bølgen.

Læs rapporten ’Winning the industry 4.0 race – how ready are Danish manufacturers?’ på www.innovationsfonden.dk

Du Sta kan st ad r ter i fo ig nå råre d t 20 et!

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Nyt DILF kompetencenetværk:

S&OP NETVÆRKSGRUPPE ❙

Fortroligt og faciliteret netværk for inspiration, vidensdeling og læring vedrørende S&OP

❙

Engagerede og ambitiøse S&OP-ansvarlige udveksler erfaring og ideer fra “best practice” og skaber “next practice”.

❙

Formidling af ny viden inden for S&OP med henblik på at forbedre kompetencen hos det enkelte medlem.

Unconstrained Forecast Release

Supply Issues Identified

Week 1

3

Product Portfolio Management 2

Forecasting

Supply Planning 1

2

Review unconstrained plan 5

Prepare Demand Input for what-if scenarios

1

Inventory Planning

Sales approval

4

Week 3

Week 2

Demand Planning 1

SC Plan Release

2

Review current stock levels vs. targets

4

Build initial SC plan and identity issues 2

Identify constrained capacity resources

1

S&OP Meeting

5

Scenario meeting

Executive S&OP Meeting

Implement & execute

2

Capability building Follow up

3

3

3

Week 4

Balancing and decision making 1

Capacity Planning

Set and review stock targets

SC Plan Implemented

Assess availability & scalability

Scenario analysis & options

4

Prepare Supply Input for what-if scenarios

Capability building

Netværksfacilitator: Søren Raun, Principal Business Consultant, Syncronic Kontakt DILF/Mie H. Christensen for nærmere info og deltagelse på tlf: 2895 1114 eller mc@dilf.dk

Capability building

månedens artikel

INDUSTRY 4.0: HOW DIGITIZATION MAKES THE SUPPLY CHAIN MORE EFFICIENT, AGILE AND COSTUMER-FOCUSED The digital supply chain consists of eight key elements for example smart warehousing and prescriptive supply chain analytics. Companies that can put together these pieces into a coherent and fully transparent whole will gain huge advantages in customer service, flexibility, efficiency, and cost reduction; those that delay will be left further and further behind.

This is an article adapted from a Strategy& viewpoint.

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DANSK RESUMÉ Den digitale forsyningskæde består af otte centrale elementer som f.eks. integreret planlægning og udførelse og et smart teknologisk lager.

Virksomheder, der kan sætte de otte elementer sammen til en sammenhængende helhed, vil få store fordele i deres kundeservice, fleksibilitet, effektivitet og omkostningsreduktion. Dem, der ikke formår det, vil derimod sakke længere og længere bagud. Læs artiklen og bliv klogere på den digitale forsyningskæde. /Redaktionen

FOTO: SHUTTERSTOCK

BY STEFAN SCHRAUF AND PHILIPP BERTTRAM

A

t most companies, products are deliv ered to customers through a very standardized process. Marketing analyzes customer demand and tries to predict sales for the coming period. With that information, manufacturing orders raw materials, components, and parts for the anticipated capacity. Distribution accounts for upcoming changes in the amount of product coming down the pipeline, and customers

are told when to expect shipment. If all goes well, the gap between demand and supply at every point in the system is small.

This rarely happens, of course. Forecasting remains an inexact science, and the data it depends on can be inconsistent and incomplete. Too often, manufacturing operates independently from marketing, from customers, and from suppliers and other part-  DILForientering FEBRUAR 2017 ÅRGANG 54 11

THE LONG ROAD TO INDUSTRY 4.0, THE DIGITIZATION OF EVERY ASPECT OF BUSINESS Today

1800 Industry 1.0 The invention of mechanical production powered by water and steam started the first industrial revolution

1900 Industry 2.0

1970s Industry 3.0

Mass production, with machines powered by electricity and combustion engines

Electronics, IT, and industrial robotics for advanced automation of production processes

Introduction of assembly lines

Electronics and IT (such as computers) and the internet constitute the beginning of the information age

2015+ Industry 4.0 Digital supply chain Smart manufacturing Digital products, services, and business models Data analytics and action as a core competency

2030+ Digital ecosystem Flexible and integrated value chain networks Virtualized processes Virtualized customer interface Industry collaboration as a key value driver

Exhibit 1. S ource: Strategy& analysis, PwC

ners. Lack of transparency means that none of the links in the supply chain really understand what any other link is doing, or needs. Inevitably, it seems, the orderly flow from marketing to customer is disrupted somewhere.

The goal of the digital supply chain is ambitious: to build an altogether new kind of supply network that’s both resilient and responsive. But if companies are to make the digital supply chain – or perhaps more properly, the digital supply chain ecosystem – a reality, they can’t just gather technologies and build capabilities. They must also find people with the right skills, and manage the shift to a culture that’s willing to carry out the effort. In other words, they must transform their entire organization.

The evolution of the digital supply chain Behind the great potential of the digital supply chain (DSC) lies Industry 4.0, the fourth industrial revolution. A transformation in production and automation was brought on first by steam and water power (Industry 1.0), then by electrification (2.0), and more recently by the digital computer (3.0). Industry 4.0, digitization, is about 12

DILForientering FEBRUAR 2017 ÅRGANG 54

companies orienting themselves to the customer through e-commerce, digital marketing, social media, and the customer experience. Ultimately, virtually every aspect of business will be transformed through the vertical integration of research and development, manufacturing, marketing and sales, and other internal operations, and new business models based on these advances. In effect, we are evolving toward the complete digital ecosystem (see exhibit 1).

This ecosystem will be based on full implementation of a wide range of digital technologies – the cloud, big data, the Internet of Things, 3D printing, augmented reality, and others. Together, they are enabling new business models, the digitization of products and services, and the digitization and integration of every link in a company’s value chain: the digital workplace, product development and innovation, engineering and manufacturing, distribution, and digital sales channels and customer relationship management (see exhibit 2).

At the heart of all this activity sits the digital supply chain, and it is key to the operations of every company that manufactures or distributes anything. Indeed, for many

companies the supply chain is the business. It extends the vertical integration of all corporate functions to the horizontal dimension, knitting together relevant players – the suppliers of raw materials and parts, the production process itself, warehousers and distributors of finished products, and finally the customer – through a network of sensors and social technologies, overseen via a central control hub, and managed through an overarching data analytics engine.

Driving the transformation to the smart supply chain are two tightly intertwined trends. On one hand, new technologies like big data analytics, the cloud, and the Internet of Things are pushing into the market.

On the other, more exacting expectations on the part of consumers, employees, and business partners are pulling companies to develop more reliable and responsive supply chains.

So the race is on. Companies across industries are already investing heavily to develop their own versions of the DSC. According to a recent PwC study on the rise of Industry 4.0, a third of the more than 2,000 respondents say their companies have started to digitize their supply chains, and fully 72 percent expect to have done so five years from now.

Core elements and new technologies Supply chains operate along the traditional SCOR processes – plan, source, make, deliver, return, and enable. Every one of these elements is rapidly being revitalized through technological innovation. We divide up the technologies into eight key areas: integrated planning and execution, logistics visibility, Procurement 4.0, smart warehousing, efficient spare parts management, autonomous and B2C logistics, prescriptive supply chain analytics, and smart supply chain enablers (see Exhibit 3).

THE SUPPLY CHAIN AT THE CENTER OF THE DIGITAL ENTERPRISE

Digital Workplace

Digital engineering and manufacturing

Digital supply chain

Digital products, services, and business models

Digital customer and channel management

E-finance

Vertical integration

Digital HR

Big data process optimization

Integrated planning and execution

Digitally enhanced products

B2B2C customer interaction

Logistics visibility

Intelligent and connected products and solutions

Digital customer experience

Digital applications

Internal knowledge sharing

Predictive maintenance

Procurement 4.0

Condition monitoring

Smart warehousing

Augmented reality

Efficient spare parts management

Integrated digital engineering

Autonomous and B2C logistics

Digital factory

Prescriptive supply chain analytics

Automated and data-based services Digital business models

Omnichannel sales integration Omnichannel marketing Point-of-sale-driven replenishment Microdeliveries Customer lifetime value management

Digital enablers

Technology, processes, organization Exhibit 2. S ource: Strategy& analysis, PwC

 DILForientering FEBRUAR 2017 ÅRGANG 54 13

EIGHT KEY ELEMENTS OF THE DIGITAL SUPPLY CHAIN Integrated planning and execution Logistics visibility

Supplier

Procurement 4.0

Warehouse

Production

Smart warehousing

Distribution site

Efficient spare parts management

Prescriptive supply chain analytics

Customer

Autonomous and B2C logistics External data

(e. g. weather, social listening)

Smart supply chain enablers Exhibit 3. S ource: Strategy& analysis, PwC

All of these elements are interrelated, and they build on one another. Consequently, a digital supply chain strategy needs to consider all of them to leverage the full benefits of digitization. Let’s look more deeply at these critical elements.

Integrated planning and execution – the horizontal axis The business goal of the digital supply chain is to deliver the right product into the customer’s hands as quickly as possible – but also to do so responsively and reliably, while increasing efficiency and cutting costs through automation. This goal cannot be achieved unless the supply chain is fully integrated, seamlessly connecting suppliers, manufacturing, logistics, warehousing, and customers, and driven through a central cloud-based command center.

A variety of business networks and collaborative cloud-based platforms are emerging that work much like social networks to allow companies to interact with supply 14

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chain stakeholders fully and quickly. These platforms are already considerably more advanced than early trading networks, such as SAP’s Ariba, which focus on matching demand and supply for specific commodity products. Now, all players within the network can exchange information about demand, inventories, and manufacturing and logistics capacity, and provide near-realtime feedback on changes such as potential bottlenecks along the supply chain following a demand increase.

This level of integration allows – indeed, forces – players to plan collaboratively, using a single set of numbers across time to run scenarios and estimate potential tradeoffs among such variables as capacity, cost, margin, delivery performance, and fill rate.

The workflow can be accurately modeled to integrate all collaboration processes and ultimately to provide fast, reliable information about when finished products will be delivered to customers.

By integrating data across the entire supply chain, in real time and often without human intervention, delivery lead times can be significantly reduced and freight and inventory management optimized. The rapid exchange of information also boosts the agility of the entire chain, while enabling much closer integration with customers – always a good thing when the goal is to effectively “lock in” those customers through an efficient supply chain platform, excellent service, and a compelling customer experience.

Logistics visibility – seeing the network The key to success for any supply chain is efficient exchange of information. The traditional supply chain is fraught with friction, caused primarily by lack of complete and timely information. Potential for disruption is high; sudden shifts in demand, lack of raw materials, and natural disasters can wreak havoc on the best-laid supply chain plans. And the outsourcing of many necessary elements only makes it harder to understand the supply chain in full, fogging visibility into the transportation network and making it difficult to mitigate problems as they occur.

That’s why the overarching goal of the digital supply chain is to open the supply network for all to see. B2C markets are pulling companies along to provide this level of visibility, demanding more information about shipment arrivals with real-time updates. In B2B networks, producers expect timely status information on their supply shipments, which are typically linked to production plans. Constantly updated and reliable transportation information can significantly improve the producer’s customer satisfaction as well.

Gaining a high degree of transparency into the system is no easy task, requiring both technical sophistication and a fair degree of intelligent human intervention. But once it is achieved, the benefits are significant, and not limited to inventory savings and planning improvements.

Chain visibility depends on the creation of an effective “track and trace” (T&T) system that allows players to determine the status of any given shipment of goods at any point in its travels, by any transport mode.

The ability to track and trace movements of supplies and products through the transportation system has evolved significantly in recent years, thanks to new technologies, their increasing reach across the globe, and falling prices. Radio frequency identification (RFID) and Bluetooth technologies are being used to inventory and track movement of items indoors, such as inside factories and warehouses. 3D printers generate readable sensor tags that can be attached to cargo and capture temperature and humidity conditions. Global system for mobile communication (GSM) and satellite tracking are used in maritime transport, and ship sensors monitor engine performance. Much of this is due to increases in the battery life of small tracking devices, which can now retain power for as long as five years through intelligent algorithms that shut down the device when the sensor is idle.

The command center for these remote-sensing activities is the control room or logistics visibility platform, akin to a traffic control tower. The great virtue of the control room is that it can provide executives and senior managers with a fully transparent view of the company’s supply chain, and thus support the many decisions that have to be made to keep the flow of parts and products going.  DILForientering FEBRUAR 2017 ÅRGANG 54 15

Procurement 4.0 – sourcing on demand Digitizing procurement will radically change the tools and talents required, add new categories to be sourced, and transform the value proposition of the procurement function.

Efficient integration and management of suppliers of raw materials and parts is a critical building block in the digital supply chain ecosystem. The digitization of many traditional aspects of procurement is already under way, as companies use a variety of big data tools and techniques to connect more closely with suppliers, aid the planning process, improve sourcing, actively manage supplier risk, and boost collaboration.

The result is lower costs and faster delivery throughout the supply chain as it becomes increasingly automated (see exhibit 4).

But the truly digital supply chain will have

several other key consequences for the procurement function as well. First, the overall shift to Industry 4.0 will require companies whose supply chain needs have been limited to physical goods to become equally adept at buying digital supplies and services – software maintenance contracts, developers (who is going to program all those GPS devices you will be deploying?), and digital procurement platforms. The millions of sensors and other electronic components needed to run the digital supply chain itself are another obvious procurement need. It’s the vastly greater need for all kinds of software, however, that will really transform the procurement function.

The real challenge will come as software and services become a more and more important feature of the products that every company makes. Already, the software embedded in these products, from electronics to cars to industrial machinery, is more

DIGITIZING THE PROCUREMENT FUNCTION

Procurement 4.0 value proposition Procurement as a service provider to key suppliers and customers Monetization of field application data with suppliers Supplier collaboration

Digital category and service procurement

Innovative procurement data utilization

Supplier risk management and KPIs

New categories - software, hardware, new services Innovative contracting of services Technologies, markets, suppliers

Big data analytics

Supplier co-creation

Predictive market and supplier analysis

Supplier integration in planning and development

Provide suppliers with field application data analysis to improve design and performance

Digital processes and tools P2P process digitization

Business process outsourcing Digital tools and interfaces and strategic supply chain

Procurement: IT architecture strategy

Procurement 4.0 organization and capabilities Digital skills and talents

Experts for new categories

Exhibit 4. S ource: Strategy& analysis, PwC

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Digital culture and transparency

New media partners in hiring

valuable than the physical materials that go into them – and is already providing the competitive advantage that companies need to win in the future.

Smart warehousing – robots at work The next link in the digital supply chain is the warehouse, and it promises to become a strategic tool in how companies operate and generate value for their customers.

Here, the aim is to improve efficiency and safety through the automation of virtually every ordinary warehousing activity. Indeed, the Industry 4.0 warehouse will look nothing like our current labor-intensive buildings.

The transformation of the warehouse of the future begins with inbound logistics.

Trucks on the way to the warehouse will communicate their position and arrival time to the intelligent warehouse management system, which will choose and prepare a docking slot, optimizing just-in-time and just-in-sequence delivery. RFID sensors will reveal what’s been delivered, and send the track-and-trace data horizontally across the entire supply chain. The management system will automatically allot storage space for the delivery, and assign the appropriate autonomous equipment to move the goods to the right locations.

Inside the warehouse, the management software will constantly update inventory in real time, through the use of sensors embedded in the goods and the warehouse itself. Ultimately, the system will deploy flying drones to aid in taking inventory, regularly assessing the whereabouts of goods through sensor data, and mapping the entire facility.

DHL recently conducted tests on an augmented reality system at a warehouse in

the Netherlands owned by Ricoh, the Japanese imaging and electronics company.

Equipped with smart glasses containing software from Ubimax, employees navigated through the warehouse along optimized routes via the glasses’ graphics display, enabling them to find the right quantity of the right item much more efficiently, and with reduced training time. Over the three weeks of the test, 10 order pickers succeeded in fulfilling 9,000 separate orders by picking more than 20,000 items. The resulting productivity improvements and reduction in errors increased the overall picking efficiency by 25 percent.

Once the proper products are picked, they will be packaged for shipment by robots that can handle a broad range of product sizes while taking into consideration data on the product and the customer’s packaging requirements. Software will also control the internal warehouse environment, including setting the proper temperature, light, and humidity according to predefined requirements. By shutting off the lights and heat in areas where all the work is being done by robots and autonomous vehicles, for example, energy consumption can be reduced significantly.

The warehousing link in the supply chain is expensive, labor-intensive, and fraught with potential error. Digitization will certainly eliminate much of its inefficiency and integrate the process into the entire supply chain. Meanwhile, 3D printing is poised to transform this critical link in the chain even further.

Indeed, the capacity to add predictive maintenance services to industrial equipment, and the ability to deliver parts in a timely fashion, is instrumental to the shift to Industry 4.0.  DILForientering FEBRUAR 2017 ÅRGANG 54 17

Autonomous and B2C logistics – robotic transport Few elements are likely to influence the general perception of the digital supply chain as much as the rise of autonomous logistics. The most common use of autonomous vehicles in logistics will be driverless trucks. Like their car brethren, self-driving trucks will depend on mapping software and short-range radar to assess the vehicle’s surroundings. Wireless connections to other vehicles and to the road itself will provide additional information that will speed up traffic flow and reduce roadway congestion and accidents.

The virtues of such vehicles are obvious – faster and more reliable delivery times, lower labor costs, the elimination of human error, and reduced emissions thanks to more efficient operations, routing, and convoying of trucks.

Last year, the U.S. state of Nevada licensed two of Daimler’s Freightliner Inspiration Trucks for use on public highways.

Equipped with radar, advanced cruise control, and mapping software, the trucks, in autonomous mode, free their drivers to concentrate on more value-adding logistical tasks such as routing and route logging, making the job more attractive, safer, and less monotonous.

Another step in process automation is lastmile delivery – getting products into the hands of the customer. Because it is laborintensive and demands a great deal of customer interaction, it is often a major accelerator of costs in the logistics chain. Many ideas for lowering costs and providing greater customer value are being discussed, including Uber-like apps to employ nonprofessional drivers to deliver packages, selfdriving delivery robots moving at pedestrian speeds that distribute packages along 18

DILForientering FEBRUAR 2017 ÅRGANG 54

flexible routes – monitored by human operators, of course – and, most famously (thanks to a concept video produced by Amazon), using drones to drop packages from the sky onto customers’ front porches.

Prescriptive supply chain analytics – decision support for managers The goal of the digital supply chain is to fully integrate and make visible every aspect of the movement of goods. The key to this critical element of Industry 4.0 is big data analytics. Already, companies have the tools to describe much of the current state of their supply chains – where the goods are, where the demand for specific items is currently coming from, and when items are likely to be delivered.

The next stage in the development of supply chain analytics will be the most important: the ability to prescribe how the supply chain should operate. The goal isn’t simply to optimize demand planning; or the supply chain’s distribution facilities, routes, and mobile assets; or the management of inventory and spare parts. Instead, the key lies in the ability to optimize for any number of factors across the entire chain, depending on circumstances, and then be able to actively modify the chain accordingly.

Prescriptive analytics systems provide decision support to supply chain managers and can even act autonomously on simple decisions. To improve the quality and efficiency of such decisions, companies will be able to include external information such as economic indicators and employ self-learning algorithms to aid in automating the decision-making process.

What, the planner might ask, would be the best way to optimize the supply chain to

minimize costs, setting aside other considerations such as on-time delivery? Or the best way to speed up delivery time, no matter what the effect on cost might be? Could the supply chain be optimized for maximum revenue instead, by providing the best service to customers?

Given enough data, the analytics engine would produce a minimum-cost scenario showing not just how much money could potentially be saved but also how to achieve this goal. This scenario could be adjusted to account for other factors. How might a potential disruption such as a natural disaster affect the supply chain when run to minimize costs? How risky would such a scenario be? How should those risks be minimized? How much would minimizing the risks cost? If Toyota had known the risks inherent in its optimized just-in-time system for delivering parts to factories, it

may have been able to avoid production shutdowns around the world when supplies were cut off by the 2011 earthquake and tsunami in Japan.

Ultimately, prescriptive analytics will be able to offer scenarios at a very fine level of detail, describing how shifting to a new supplier might affect product quality, or even whether the introduction of a new kind of autonomous vehicle would increase safety on the warehouse floor.

Supply chain maturity Few companies have reached anything close to complete maturity in their efforts to put together the fully digital supply chain. To develop a supply chain strategy and organize their ensuing efforts in a coherent fashion, it is critical that companies understand their starting position. The process leads through four stages of maturity: Capability building

Capability building

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Capability building

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 DILForientering FEBRUAR 2017 ÅRGANG 54 19

❙❙ Digital novice. These companies have yet to embark on the journey. Their supply chain processes remain discrete, carried out by individual departments and business units. ❙❙ Vertical integrator. Companies at this stage have managed to integrate their supply chain processes internally, across departments and functions. ❙❙ Horizontal collaborator. Here, companies have learned to work with their supply chain partners to set business goals, define and carry out common processes, and achieve a fair degree of transparency into the chain. ❙❙ Digital champion. These companies have achieved the highest level of collaboration with partners and transparency into operations, while developing mutually beneficial processes and analytical techniques for optimizing the entire supply chain.

The digital supply chain road map The key to becoming a digital champion and reaping the full benefits of DSC lies in developing an orderly process for implementing and integrating the many technologies and capabilities required. In our experience, companies need to take five primary steps: ❙❙ Understand your starting position: Review your current maturity along the four stages of the maturity model and identify areas for improvement. ❙❙ Define your strategy: Determine your target maturity level and the supply chain vision that best supports your business strategy.

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CONFERENCE: DIGITAL SUPPLY CHAIN Are you interested in learning more about how to make your supply chain digital? Join DILFs conference Digital Supply Chain on April 25th.

Keep an eye on www.dilf.dk, where the programme will be updated.

❙❙ Develop the appropriate road map: Settle on the necessary implementation steps and work them into a detailed road map. ❙❙ Deploy small pilots with end-toend scope: Many applications that make up the digital supply chain represent a radical change for most organizations, so companies should first carry out smaller pilots that showcase benefits and help develop the right capabilities. These “lighthouse” projects should aim at testing the end-to-end flow for a specific supply chain, rather than implementing a limited set of technologies on a broader scale. ❙❙ Segmented rollout and capability development: After a successful pilot, the rollout should start with those supply chains where expected benefit is highest. This could involve key customers, key regions, or some other supply chain segmentation criterion. The capabilities required will need to evolve along with the rollout.

Conclusion Supply chains are extremely complex organisms, and no company has yet succeeded in building one that’s truly digital. Indeed, many of the applications required are not yet widely used. But this will change radically over the next five to 10 years, with different industries implementing DSC at varying speeds. Companies that get there first will gain a difficult-to-challenge advantage in the race to Industry 4.0,

and will be able to set, or at least influence, technical standards for their particular industry. The advantage will by no means be limited to the greater efficiencies. The real goal will be the many new business models and revenue streams the digital supply chain will open up.

If you want more details about the digital supply chain, read the full article at www. strategyand.pwc.com/reports/industry4.0 /

DILForientering FEBRUAR 2017 Ă…RGANG 54 21

”SHAMPOOEN VAR JO TOM I GÅR” - OM NICEHAIR.’S LAGER Ved en Google-søgning på ordet ”shampoo” popper NiceHair.dk op som noget af det første. Virksomheden, der handler med skønhedsprodukter, har over 18.000 aktive varenumre, og alligevel får de deres lager til at fungere. Læs hvordan lige her.

AF LOUISE VON FINTEL VESTERHOLM, REDAKTØR, DILF

H

ele historien om NiceHair.dk start ede ved et tilfælde. Tonny Bruun, der nu ejer NiceHair.dk, læste på universitetet og begyndte som en sidebeskæftigelse at sælge hårprodukter på internettet via sider som Trendsales og QXL. Hårprodukterne kom fra Tonnys daværende kone, der havde sin egen frisørsalon. Produkterne gik som varmt brød, og det blev starten på NiceHair.dk’s væksteventyr. I 2009 købte Tonny Bruun webshoppen Girl-Shop.dk, der hurtigt fik ændret navn til NiceHair.dk.

line i 2009, har de dog flyttet fire gange, fordi forretningen voksede eksplosivt – og dermed var der hele tiden behov for mere lagerplads.

Tonny Bruun fortæller, at der i starten slet ikke var noget lagersystem, men blot papkasser med varer, der stod ovenpå hinanden. Da de efterhånden fik nogle flere kvadratmeter var der dog behov for et simpelt system: ”Man gik simpelthen bare med en vogn hen ad gangene med en udskrevet ordre i hånden – så tog man ned fra hylderne, efterhånden som man kom forbi de bestilte produkter.”

Fra kælderlager til effektiv plukning

I dag er det en anden sag. NiceHair.dk har nemlig indledt et samarbejde med Kardex, der har leveret et nemt lagersystem med lagerautomater. ”Det er nemt at plukke i vores lager, og det er nødvendigt for os. Helt konkret foregår det sådan, at vi får varerne

Da virksomheden netop startede som en spontan enmandsvirksomhed, var der ikke meget tid til at tænke over lagerpladsen. Derfor var lageret i første omgang i Tonny Bruuns private kælder. Siden NiceHair.dk gik on22

DILForientering FEBRUAR 2017 ÅRGANG 54

fra vores leverandører på paller. Vi pakker de enkelte varer ud og lægger dem ind i lagerautomaterne. Når vi så skal plukke en ordre, vises det på en skærm, hvor vi kan finde varerne – altså i hvilken automat på hvilken hylde osv. På den måde kan nye lagermedarbejdere blive lært op i løbet af 10 minutter. Vi sender 350.000 pakker ud om året, så derfor er det vigtigt, at vores lagersystem fungerer optimalt. Når vi har rigtig travlt, kan ti medarbejdere plukke samtidig, og det gør, at vi bliver meget effektive,” forklarer Tonny Bruun.

Med det store antal pakker er NiceHair.dk den største online butik i Danmark, der handler med skønhedsprodukter. Tonny Bruun er også klar over, at det er vigtigt hele tiden at udvikle sig, hvis NiceHair.dk fortsat skal være de største. Men den rivende udvikling har også ført noget andet med sig: ”Det var sjovere, dengang jeg var lagerchef og indkøbschef på én gang. Der havde jeg kontrol over det hele,” griner Tonny Bruun.

hver dag bliver oprettet i deres system, må de siges at være godt på vej. Til spørgsmålet om en eventuel outsourcing af lageret, svarer Tonny Bruun: ”Helt fra vi begyndte at blive store, har jeg overvejet at outsource vores lager og hentet priser osv. Men jeg bliver gang på gang overbevist om, at vi gør det billigst og bedst selv.”

NiceHair.dk’s lagersystem fra Kardex giver nemlig ikke kun en hjælpende hånd i forbindelse med plukningen, men også med bestilling af nye varer. ”Vi får en mail hver dag om alle varenumre, der fortæller, hvor meget der

18.000 aktive varenumre Lige meget hvad er det imponerende, at NiceHair.dk overhovedet har kontrol over deres lager. De har nemlig hele 18.000 aktive varenumre – og 100 nye kommer til hver dag. ”Med så mange varenumre skal vi hele tiden have en effektiv lagerstyring, hvor vi har fokus på, hvad der kommer ind, og hvad der skal ud af butikken. Vi skal også overveje, hvor meget vi kan automatisere, uden at vi mister kontrollen, og det går galt,” fortæller Tonny Bruun. Selvom NiceHair.dk allerede har et imponerende antal varenumre, stopper visionen ikke her. ”Vi skal komprimere vores varelager, så vi kan have så stort et sortiment som muligt. Vores mål er, at vi inden for 4-5 år skal have nordens største varelager,” forklarer Tonny Bruun. Med de 100 nye produkter, der

 DILForientering FEBRUAR 2017 ÅRGANG 54 23

skal bestilles, for at der er nok på lageret til de næste tre dage. Oplysninger om vores leverandører og deres leveringstid er også inde i systemet – hos nogen skal vi bestille én dag før, mens det hos andre er 14 dage før. Tidligere sad vi manuelt og kiggede på salgstal og lagertal,” fortæller Tonny Bruun.

Shampooen var jo tom i går Hos NiceHair.dk står netop leveringssikkerhed højt på agendaen. ”Når vores kunder bestiller en vare, skulle de egentlig have haft den i går – det var jo der shampooen var tom.

Derfor bestræber vi os på at få en bestilt vare ud af lageret samme dag. Vi skal være minimum lige så gode som alle andre – hvis ikke bedre,” siger Tonny Bruun. Virksomheden modtager sjældent ordrer før helligdage, hvilket også er et tegn på, at det er vigtigt for kunderne at få deres pakker hurtigt. Jo mindre det koster for pakning og forsendelse, jo mere kan virksomheden give sine kunder.

Derfor er det lykkedes NiceHair.dk at komme helt ned på 8,40 kr. i lageromkostninger i gennemsnit pr. vare.

Aldrig mere fri julefragt I 2015 indførte NiceHair.dk fri fragt i de travle julegave-måneder, november og december. De satsede på, at ordrerne på grund af julen ville være store, men det var de slet ikke. November og december 2015 endte derfor med at blive de dyreste måneder i NiceHair.dk’s historie. ”Den frie fragt koster simpelthen for meget for os, når vores varesortiment består af mange små varer,” erkender Tonny Bruun.

NiceHair.dk’s konkurrenceparametre ”Vi ved, at kunderne gerne vil nøjes med at handle ét sted. Det er netop derfor, at vi bestræber os på at have så mange skønhedsprodukter som muligt og dermed et bredt sortiment,” forklarer Tonny Bruun. Tidligere havde NiceHair.dk også meget fokus på en lav pris. Det har de stadig, men det er ikke så 24

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LAGER 2017 Vil du høre om flere virksomheders erfaringer med deres lager? Så tilmeld dig DILFs konference Lager 2017, der bliver afholdt d. 4. april i Kolding. Mød blandt andre B&O Play og Pressalit A/S. Se hele programmet og tilmeld dig på www.dilf.dk.

vigtigt som før. ”Tidligere var vores motto, at man kunne få de gode produkter fra frisøren billigere hos os. Nu er vores motto ’NiceHair. dk – we create beauty,” siger Tonny Bruun.

Som en del af den nye udvikling har NiceHair.dk fokus på at være eksperter inden for deres områder. ”Vi skal vide, hvad vi taler om. Derfor har vi åbnet to saloner med alt muligt inden for skønhed. Der er f.eks. både frisør og negletekniker. Vi skal være eksperter, altså ’be the expert’. Kunderne skal vide, at vi er professionelle, og at vi selv bruger de gode produkter, vi sælger,” fortæller Tonny Bruun.

De få returvarer Netop dét er måske én af grundene til, at NiceHair.dk får meget få varer retur fra deres kunder. ”Vi har en returrate på 4 %, og det skyldes hovedsageligt, at vores varer er genbrugsvarer – det vil sige, at kunderne bestiller ofte de samme produkter, som de plejer at bruge,” forklarer Tonny Bruun. Han er selvfølgelig glad for, at returraten er så lav. ”Det er så dyrt at sende noget forkert – både i kroner og øre og omdømme.” Og noget kunne tyde på, at NiceHair.dk’s omdømme slet ikke fejler noget. /

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Capability building

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Capability building

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Capability building

HOW SPEED AFFECTS RISKS, OPPORTUNITIES AND NEW BUSINESS MODELS IN VALUE CHAINS The impact of speed on risks and opportunities is tremendous. While higher speed increases costs, it can also reduce risks and increase business opportunities.

However, the faster-is-better maxim has its limitations. Depending on the industry and the context in which they are operating, companies need to determine their optimal speed.

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DANSK RESUMÉ Hastighed har en enorm indflydelse på risici og muligheder i en virksomhed. En høj hastighed øger omkostningerne, men kan også reducere risici og øge forretningsmuligheder. Maximen ”the faster-is-better” har dog sine begrænsninger. Afhængig af branchen og konteksten, som de indgår i, er virksomhederne nødt til at fastsætte deres optimale hastighed. Hos mange virksomheder indgår hastighed som en del af forretningsmodellerne i hele deres værdikæde – derfor kræver en ændring af hastigheden også en forretningsomstilling. /Redaktionen

FOTO: SHUTTERSTOCK

BY CARLOS CORDÓN

D

espite the fact that many companies would like to increase their speed because of the volatile context in recent years, increasing levels of control, bureaucracy and compliance regulations are decreasing speed and making companies more vulnerable to risks and less able to take advantage of opportunities.

The VC2020 research proposes a new model in this article that shows how companies can substantially improve both their speed and costs by standardizing products and removing variability. However, they need

to find the right balance among speed, efficiency and variability. A supply chain or a process might be strong on two of these dimensions, but it cannot be strong on all three. The right speed falls at the point where the cost is minimized.

Clearly, it is in the best interests of companies to determine their optimal speed and manage it proactively. If they do not, their optimal speed may become irrelevant if the external environment changes abruptly.

The challenge is that for many industries, speed is very much hardwired into their



DILForientering FEBRUAR 2017 ÅRGANG 54 27

business models and the business models of the entire value chain. Therefore, changing speeds requires a business transformation for all the companies in the chain.

How speed affects risks, opportunities and new business models in value chains March 2013 was the coldest in decades for much of Europe and the eastern United States.1 The previous year another form of extreme weather had hit the US, heat waves which many dubbed “March madness.” The capriciousness of March weather spelled trouble for many fashion retailers.

Hennes & Mauritz (H&M), the Swedish apparel giant, reported lower like-for-like sales in Q1 20132 attributing these disappointing results to unfavorable weather. Similarly, many fashion retailers in Europe experienced weak sales as a result of the relentlessly cold weather.

In contrast, Inditex, the world’s biggest apparel company, reported an increase in sales during the same period. Inditex has a two-week cycle (from product design to delivery in its stores) while its competitors need months. If the weather is cold, Inditex delays the introduction of spring and summer clothing; if the weather is warmer, it promptly supplies spring clothing to its stores. This faster and more flexible supply chain allows the company to better manage weather risks and seize opportunities by adapting to short-term consumer trends. Inditex is credited with creating a new business model, fast-fashion, in which a fast supply chain is the critical element for success.

Is faster always better?

In the last two decades, a plethora of authors has praised the virtues of speed.

Books like Clockspeed and Time-based Competition became classics in busi28

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ness management literature. Mostly, they claimed that faster was better. But even though we have become used to “internet speed” and “immediate consumption” many things are slower today than before (just think about the time needed today to get contract approval by internal legal departments or about the ever-increasing length of new drug approval processes).

If faster is always better, why does Inditex have a two-week cycle rather than, say, a one-day cycle? Clearly, the faster-is-better maxim is not without limitations. While higher speed generally creates potential opportunities, it comes at a cost. The right question to pose then is: What is the right speed?

Let us review two examples that shed light in the way companies in the pharmaceutical industry are dealing with this dilemma. The pharmaceutical industry is considered a low-speed industry with the typical manufacturer carrying 7 months of inventory. The entire value chain, down to the patient, holds about 9–10 months of inventory – triple or quadruple the inventories of many consumer goods segments.

In some exceptional cases, very high speeds are required. For example, in the case of a pandemic, vast quantities of flu vaccine have to be supplied within a very short time period to enable mass immunization of the population. Therefore, many manufacturers have built a lot of extra manufacturing capacity to be able to respond in the event of a pandemic. Because this capacity is idle most of the time, it represents a very high fixed cost, but it ensures high reaction speed. In this specific example, high speed reduces the risk of vaccine shortages, and in the event of a pandemic, it allows pharmaceutical companies to seize a huge business opportunity.

LINKING PRODUCT AND SERVICE CHARACTERISTICS TO SUPPLY CHAIN CHOICE4

Differentiated product/service

Functional product/service

Mismatch

Match

Efficient supply chain

Match

Mismatch

Agile supply chain

Figure 1. S ource: The value chain shift

In the past, sales of many drugs used to have a relatively stable demand. Once patients were prescribed one drug, they would typically stay with the same drug for long periods of time. This stable demand did not require particularly fast speed, as changes in demand were very slow and the whole supply chain could be planned a long time in advance. By contrast, today, more and more healthcare players are becoming increasingly cost conscious. Some hold annual auctions for the supply of drugs and award contracts based on price. The company that wins the auction will have a sudden increase in demand; those that lose will have an abrupt drop in sales. Many traditional pharmaceutical companies are ill equipped to manage these sudden changes in demand. Further, some companies have such a slow reaction speed that they are not even able to respond to auction requests, which results in a substantial loss of business. In this example, the lack of speed means losing business opportunities. Higher speed has higher costs, reduces risks, increases business opportunities and might require companies to adopt a new business model.

Speed, risk, opportunities and the business model – theoretical frameworks To better understand the interactions between speed, risk, opportunity and the business model, we looked at a few different frameworks to help clarify how those interactions might work.

First, we considered the concept of industry “clock speed” introduced by Charles Fine in the late 1990s.3 For example, the aircraft industry has a low clock speed compared to the mobile phone industry, which has a high clock speed. The Boeing 747 is still in production, over 40 years after it was first launched, while a new model of the iPhone is launched every year or two. There are three clock speeds: product, process and the organizational clock speed, with the former being the fastest and the latter the slowest. The challenge is that clock speeds become the set “way of doing things” in a company and changing them requires a business transformation.

Second, Marshall Fisher, who proposed that different products and services require different supply chains (see figure 1), argued that relatively standardized products and services (which he calls functional) necessitate supply chains that are efficient. As competition is predominantly price driven, it is understandable that companies pursue low-cost strategies in the supply chain. In contrast, the supply chains for differentiated products and services must be responsive to market demands to avoid obsolescence and losing business opportunities.

Finally, we propose a more comprehensive model by incorporating how the product variety and complexity influences the supply chain efficiency and speed. This requires including the effect of operational excellence projects. It is well document DILForientering FEBRUAR 2017 ÅRGANG 54 29

ed that initiatives like lean increase both speed and efficiency. One of the main drivers to obtain these benefits is to standardize products and remove variability. This reduction substantially improves both speed and costs. By contrast, increasing variability negatively affects both speed and efficiency.

BALANCING SPEED, EFFICIENCY AND VARIABILITY Speed

Higher speed

The model we propose suggests that there is a balance between speed, efficiency and variability. A supply chain or a process might be strong on two of these three dimensions but not on all three.

For example, in a fast-food restaurant, the menu variety is strictly limited, which allows high speed (this is why it is called fast food) and high efficiency. It is also well known that these restaurants use standard processes for different products as much as possible.

By contrast, a luxury restaurant is going to have a high variety of products, high speed and low efficiency (i.e. in the use of the restaurant’s resources – waiters). Typically, in expensive restaurants, the proportion of personnel with respect to customers is higher than in fast-food restaurants.

The service offered in a luxury restaurant is no waiting in a queue to be served; instead, the waiters will be available for you when you require them.

A third option is the typical family restaurant on the corner. It offers a high variety of products and high efficiency, but often its speed is slow. You might find “Aunt Maria” in the kitchen cooking a huge variety of meals and her siblings serving the food and chatting with the customers.

The proposition is variety and efficiency of the resources, but probably slow speed on delivery.

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Higher efficiency

Efficiency

Higher variability

Variability

Figure 2. Source: The value chain shift

This model is depicted in figure 2 as a triangle in which a supply chain should choose its position.

It proposes that a business’s supply chain occupy a position inside the triangle. It is not possible to be fast, efficient and highly variable at the same time. For example, a fast-food restaurant would be in the left part of the triangle – efficient and fast with low variability. A luxury restaurant would be in the right part – high speed and variety with low efficiency (thus, high cost).

If we compare this model with the agility and efficiency matrix in figure 1, we see that a third dimension – variability – has been introduced. The matrix in figure 1 assumed that variety was higher in the agile supply chain and lower in the efficient supply chain.

In the pharmaceutical industry, companies try to diminish variability by promoting the exact same formulation for different countries, pushing variety to the last part of the supply chain – the packaging. This is called postponement and it is a way to in-

crease speed and efficiency. One of the big challenges of personalized drugs is that the huge variety (a different product for every patient) required would make the supply chain either very expensive or very slow.5 While efficiency is easily measured by looking at costs, its impact on the bottom line is very easy to understand. However, the effect of speed and variety on company profit is not easy to quantify and understand.

Thus, the impact of variety and speed are clear but not directly quantifiable. As a consequence, executives are forced to use their intuition to assess those effects.

Finding the right speed Business leaders intuitively find an optimal speed and variety that maximizes profits while reducing risks and increasing the probability of taking advantage of opportunities. For example, two to three weeks is the right speed for Inditex to design a product and bring it to its stores. Traditional ap-

parel businesses do this in six months on average, which sometimes results in products that consumers do not like or that are not suitable for the weather conditions (as we saw in our earlier example). Reducing this cycle further will be more expensive as it will require maintaining higher capacity levels. Either Inditex or its suppliers might need more equipment and/or more labor force available to react at twice the speed Figure 3 depicts those trade-offs. The dotted line indicates the cost of operating at a given speed. The broken line indicates the expected cost of risk. This is equivalent to the probability of the risk happening (i.e. not having the right fashion products) multiplied by the damage incurred if the risk happens (i.e. sales lost for not having the right fashion products). The solid line represents the total cost obtained by adding both costs. The right speed is the point where the cost is minimized.

TRADE-OFFS IN OPTIMIZING SPEED

Total cost High

Cost of speed High speed

Euros

Probability of a risk x damage cost Low Low Figure 3. S ource: The value chain shift

Speed

High

ď‚ž DILForientering FEBRUAR 2017 Ă…RGANG 54 31

It should be emphasized that there are a many different types of risks and some of them are not influenced by speed. However, many of the ones related to supply chains, like the risk of obsolescence, risk of missing sales, damage caused by catastrophic risks (the faster the reaction the lower the damage) and quality risks (again, the faster the reaction the lower the damage), diminish with speed. These are the ones discussed in this chapter.

Institutionalization of speed: The company business model. A speed anchor or a speed burden?

In order to confront the established anchor and change the company speed, a transformation of the business model is often required. An example of speed being hardwired in the inner workings of a company can be found at an Asian company that was a traditional supplier trying to work with Inditex. When the company’s executives, who were used to working with American companies, finally reached an agreement to sell lingerie products to Zara (owned by Inditex), they asked the Zara executives how long it would take Zara to process the purchase order. The answer stunned them. The buyer simply said, “I told you we are buying the product. If you want I can sign somewhere, but we must move quickly. There is no time for complicated processes; there is no process to approve orders.” As a consequence, the supplier realized that before it could sell to Zara, it needed to transform the company.

Its traditional six-month process was too slow. So it embarked on a three-year journey to reduce the process. After three years, it went back to Zara with a rapid new way of working. This time it was capable of meeting Zara’s speed requirements.

There is an optimal speed for any supply chain, process, company and industry.

Faster is not always better; there is a cost to speed.

As companies reach, what they believe, is the optimal speed, they institutionalize it and develop a business model that anchors that speed, i.e. forecasts are done weekly, management committee decisions are taken once a month, product development involves a certain number of steps which on average take three years and so on.

When the external environment changes abruptly, however, organizations might find their speed is less than optimal. For example, in the aftermath of the 2008 financial and economic crisis, Philips’ chief financial officer publically explained that the company was forced trash its annual budget for 2009 and work with a threemonth plan instead. The environment had become so volatile that the optimal speed for financial planning was higher, i.e. three months rather than one year.

Unfortunately, organizations tend to be anchored in certain speeds even though they no longer make sense. For example, today most organizations continue to pay their 32

suppliers on a certain day of the month at 30-, 60- or 90-day intervals. Originally, that speed corresponded to the time it took to manually process invoices for payment.

It also used to make sense to bring all of the paperwork to the bank at a given time of the month, instead of making constant trips. Though it is equally costly in today’s Internet age to pay invoices at either 30day or 15-day intervals, we continue with the “tradition” of paying every 30 days without questioning why.

DILForientering FEBRUAR 2017 ÅRGANG 54

The recent trend towards slower processes The challenge in recent years is that many companies’ and legal initiatives are decreasing speed and increasing the risks that they are supposed to diminish. In the area of purchasing, for example, a company in the aerospace industry realized that its purchase-to-pay process was composed of 132 steps. Similarly, while addressing the audience at a suppliers’ day, the chief executive officer of a big multinational made a joke about the company not being capable of paying on time in spite of all its efforts. While both companies were trying to improve the relations and foster innovation with their suppliers, many of the suppliers felt that if the customer was not capable of paying on time, it meant its processes were out of control and, therefore, it would not have the capability to collaborate with them on innovation or process improvement.

The recent trend at Apple of spending more money on legal fights over patents than on innovation shows a total imbalance between resources and risks. Companies that spend so much time fighting over contracts for collaboration with external partners do not fully benefit from the joint development that could take place and lose business opportunities.

Finally, the compliance lawyers are becoming so obstructive in business that the risks that compliance rules are supposed to avoid are increasing dramatically due to the delays that result from the rules. It is becoming normal practice to sign contracts once the products are delivered because if this in not done, business stops. When business is conducted without contracts, the risks are greater.

Thus, while many companies would like to increase speed because of the volatile context in recent years, the increase in controls and compliance rules is reducing speed and, therefore, increasing risks and resulting in the current speeds being out of balance with the context in which companies are operating.

Key takeaways ❙❙ There is an optimal speed for any supply chain, process, company and industry.

Faster is not always better; there is a cost to speed. The need for speed depends on the context; it is a balance between cost, opportunities and risks. ❙❙ Higher speed usually minimizes the effects of many risks and improves the probability of being able to take advantage of opportunities. Also, it is clear that higher speed, in general, comes at a higher cost. ❙❙ As the environment changes, what was considered the optimal speed, i.e. balancing cost with risk and opportunities is not the best anymore. As uncertainty increases, there seems to be a clear need for more speed or more capacity. ❙❙ There is an optimal balance between speed, variability and cost. As a general rule, companies must chose to emphasize two of these dimensions at the expense of the other one. ❙❙ Organizations typically increase their levels of control and bureaucracy over time, which decreases speed and makes them more vulnerable to risks and less able to seize opportunities. This is particularly relevant in the value chain because it involves many different parts of the organization as well as many other organizations (suppliers, distributors, customers, etc.).  DILForientering FEBRUAR 2017 ÅRGANG 54 33

❙❙ Speed has a tremendous impact on risks and opportunities; therefore, it is imperative that organizations manage speed proactively. They should measure it and determine the optimum level for a given environment rather than react to events or demands.

NOTES 1 In Germany, 2013 brought about the second coldest March in 50 years, while March 2012 was the country’s third warmest on record. Source: Grieser, J. “Freezing cold March sets records across Europe.” Washington Post blogs, Capital Weather Gang, March 29, 2013.

Milne R. “Late spring chills H&M sales.” Financial Times, March 21, 2013.

2

Fine, Charles H. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Reading, MA: Perseus Books, 1998.

3

This article is published with permission from the authors of the book “The Value Chain Shift”, Carlos Cordón and Teresa Ferreiro, and IMD. / Copyright © 2014 IMD – International Institute for Management Development, www.imd.org Value Chain 2020 Research Center, www.imd.org/vc2020

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4 Adapted from Fisher’s conceptual supply chain–product match/mismatch matrix in Fisher, M.L. “What is the right supply chain for your product? ” Harvard Business Review 75 (2), 1997: 105–116.

5 Source: Miller, Henry I. “Personalized medicine may be good for patients but bad for drug companies’ bottom line.” Forbes, September 25, 2013.

KURSUSKATALOG 2017

❙ ❙ ❙ ❙

Indkøb Category Management Logistik, SCM og planlægning Forhandling

Capability building

DILFs kursuskatalog

FORHANDLING Titel Forhandlingsteknik (modul 1) ❙❙ Praktiske modeller og værktøjer til at forberede, gennemføre og evaluere forhandlinger. ❙❙ Analysere relationen mellem din og modpartens virksomhed. ❙❙ Fastlægge en overordnet forhandlingsstrategi på baggrund af denne analyse. ❙❙ Udvælge de relevante praktiske og anvendelige taktikker og teknikker afhængigt af forhandlingssituationen. ❙❙ DiSC-profil-værktøj fra Discover anvendes til udarbejdelse af en personlighedsprofil.

Personligheden i forhandling (modul 2)

Dato

Sted

22. - 23. marts 16. - 17. maj 6. - 7. september 1. - 2. november

Roskilde Middelfart Roskilde Middelfart

7. - 8. juni 15. - 16. november

Roskilde Middelfart

20. - 21. september 12. - 13. december

Roskilde Middelfart

❙❙ Bevidsthed om egen forhandlingsstil. Der arbejdes videre med DISC-profilen. ❙❙ Der arbejdes med din evne til at aflæse modpartens profil, tilpasse din forhandlingsstil og styrke din kommunikation. ❙❙ Relevant kommunikationsteori og forskellige metoder til forbedring af egen kommunikation. ❙❙ Etik og moralske dilemmaer i forhandlinger.

Professionel forhandlingsadfærd (modul 3) ❙❙ Hvordan lykkes en forhandling, og hvad går galt, når forhandlingen kører af sporet? ❙❙ Rammerne for en interessebaseret forhandling. ❙❙ Sprogets og kommunikationens betydning – hvordan bevidst brug af bl.a. op- og nedtrappende sprog kan påvirke udfaldet af forhandlingen. ❙❙ Kropssproget – hvordan aflæser man det – forskellige tolkninger. ❙❙ Hvordan tackles mistillid og modstand?

Der tages forbehold for ændringer.

CERTIFICATE OF COMPETENCE:

DILF Certified Businessto-Business Negotiator

Tilmeld dig modul 1, 2 og 3 samtidig o g 50 % raba få t på modul 3.

Vi tilbyder alle deltagere, som allerede har deltaget eller skal deltage i DILFs tre forhandlingsmoduler, at blive certificeret med et Certificate of Competence: DILF Certified Business-toBusiness Negotiator. Du kan således afslutte dit kursusforløb med en eksamination, som vil blive udbudt halvårligt. Ved beståelse får du udstedt et certificeringsbevis og kan kalde dig “DILF Certified Business-to-Business Negotiator”.

Klik ind på www.dilf.dk for fuld kursusbeskrivelse og tilmelding

DILFs kursuskatalog

CATEGORY MANAGEMENT Titel

Dato

Sted

Kategoritankegangen og mobilisering

15. marts

Middelfart

Intern analyse - spend management

27. april

Middelfart

Ekstern analyse - markedsanalyse

17. maj

Middelfart

Kategoristrategi

8. juni

Middelfart

Leverandørstyring

12. september

Middelfart

Challenge session

26. oktober

Middelfart

Titel

Dato

Sted

Kontraktforhold

4. april 12. oktober

Roskilde Middelfart

Internationale kontraktforhold

4. maj 14. november

Roskilde Middelfart

Skab bedre resultater ved indkøb af Facility Service og Facilities Management­ydelser

4. - 5. april

Middelfart

Excel for indkøberen I

26. - 27. april 10. - 11. oktober

København København

Excel for indkøberen II

13. - 14. juni 28. - 29. november

København København

Der tages forbehold for ændringer.

INDKØB

Der tages forbehold for ændringer.

Klik ind på www.dilf.dk for fuld kursusbeskrivelse og tilmelding

DILFs kursuskatalog

LOGISTIK/SCM/PLANLÆGNING Titel

Dato

Sted

Sales and operations planning (S&OP)

Forår 2017

Excel for logistikmedarbejderen

4. - 5. oktober

København

Forecasting and demand planning

18. maj

Middelfart

Material Requirements Planning (MRP)

9. marts

Roskilde

Differentieret planlægning

Forår 2017

Supply Chain Innovation

21. marts

Roskilde

Supply Chain Excellence del 1 - Supply Chain Analysis

9. maj

Middelfart

Supply Chain Excellence del 2 - Supply Chain Improvement

7. juni

Middelfart

Titel

Dato

Sted

Logistik og SCM

31. maj

Middelfart

Complexity Management

14. juni

Roskilde

Continuous Improvement

21. september

Middelfart

Inventory Optimization

24. oktober

Roskilde

Strategisk Supply Chain Management – kursus på masterniveau til DILF medlemmer

18.-19. maj 12.-13. juni

Odense

Der tages forbehold for ændringer.

NYE KURSER I 2017

Der tages forbehold for ændringer.

Klik ind på www.dilf.dk for fuld kursusbeskrivelse og tilmelding

FORHANDLINGSKURSER Forhandlingsteknik – modul 1 • Praktiske modeller og værktøjer til at forberede, gennemføre og

evaluere forhandlinger • DiSC-profil værktøj fra Discover anvendes til udarbejdelse af din

personlighedsprofil • Analysere relationen mellem din og modpartens virksomhed • Fastlægge en overordnet forhandlingsstrategi på baggrund af denne

analyse • Udvælge de relevante praktiske og anvendelige taktikker og teknikker

afhængigt af forhandlingssituationen Personligheden i forhandling – modul 2 • Bevidsthed om egen forhandlingsstil • Der arbejdes videre med din DiSC-personlighedsprofil.

• Der arbejdes med din evne til at aflæse modpartens profil, tilpasse

din forhandlingsstil og styrke din kommunikation • Relevant kommunikationsteori og forskellige metoder til forbedring af

egen kommunikation • Etik og moralske dilemmaer i forhandlinger Professionel forhandlingsadfærd – modul 3 • Hvordan lykkes en forhandling, og hvad går galt, når forhandlingen

løber af sporet?

• Rammerne for en interessebaseret forhandling • Sprogets og kommunikationens betydning – hvordan bevidst brug af

bl.a. op- og nedtrappende sprog kan påvirke udfaldet af forhandlingen • Kropssproget – hvordan aflæser man det – forskellige tolkninger • Hvordan tackles mistillid og modstand?

DILF Certified Business-to-Business Negotiator Vi tilbyder alle deltagere, der har deltaget i DILF’s 3 forhandlingsmoduler, at blive certificeret. Certificeringen foregår som en 72-timers case-eksamen.

Se mere på www.dilf.dk

DILFS LØNSTATISTIK 2016 Få et overblik over gennemsnitslønninger for indkøb og logistik i 2016

AF LOUISE VON FINTEL VESTERHOLM, REDAKTØR, DILF

I januar offentliggjorde Dansk Indkøbs- og Logistik Forum lønstatistikken for 2016.

Statistikken er en undersøgelse foretaget blandt DILFs medlemmer baseret på lønninger fra oktober 2016. Det er nu 17. gang, at DILF udarbejder lønstatistikken for ansatte inden for indkøb og logistik. Denne gang er statistikken baseret på besvarelser fra 488 personer, hvoraf 317 arbejder i indkøb og 171 i logistik. Vi er meget glade for opbakningen, som DILFs medlemmer har vist os, og vi vil meget gerne takke alle dem, der tog sig tid til at deltage i statistikken.

Lønstatistikken er opdelt efter arbejdsopgaver med ét område for indkøb og ét område for logistik. Inden for begge områder beregnes gennemsnitslønninger i forhold til en række parametre. Derudover er hvert område opdelt i fem kategorier i henhold til DILFs

kompetenceprofiler, som kan findes på DILFs hjemmeside. Disse rangerer fra kategori 1, der f.eks. omfatter assistancefunktioner, til kategori 5, som bl.a. omfatter CPOs. Kategorierne er således beskrevet via opgaver og typiske stillingsbetegnelser og kan betragtes som et kontinuum. Alle kategorier tager udgangspunkt i fire kompetenceelementer: funktionsspecifikke kompetencer, forretningskompetencer, personlige egenskaber samt ledelseskompetencer.1 Tabel 1 viser gennemsnitslønninger i indkøb for 2016 for hver af de fem kategorier. Her ses det, at gennemsnitslønningerne er faldet for ansatte i kategori 1 i forhold til 2015, mens de

VINDERE I DILFS LØNSTATISTIK Blandt deltagerne i DILFs lønstatistik 2016 er der blevet udtrukket tre vindere af en gratis konferenceplads efter eget valg til en af DILFs mange interessante endagskonferencer i 2017.

Vinderne er:

❙❙ Sandra Wadskjær fra Saint Gobain Danmark ❙❙ Marianne Kønig fra TOP-TOY ❙❙ Christian Bendix fra Novozymes FOTO: ISTOCK

Alle vindere har fået direkte besked.

40

DILForientering FEBRUAR 2017 ÅRGANG 54

i kategori 5 er faldet i forhold til 2015. Også i denne tabel ses en ændring i fraktilberegningerne, der viser, at lønningerne i kategori 1 bevæger sig tættere på hinanden, og forskellen er altså her blevet mindre i forhold til 2015. Spredningen i gennemsnitslønningerne forbliver dog den samme i de øvrige kategorier.

er steget i alle de andre kategorier. Desuden viser fraktilberegningerne, at der i netop kategori 1 nu er større forskel mellem den laveste og den højeste lønning end i 2015.

For kategori 2, 3, 4 og 5 ses det, at forskellen mellem laveste og højeste lønning forbliver den samme.

Tabel 2 viser gennemsnitslønninger i logistik. Tabellen viser, at gennemsnitslønningerne er steget i kategori 1, 2, 3 og 4, mens de

Hele lønstatistikken er tilgængelig for medlemmer på www.dilf.dk. / Noter: 1

Læs mere på www.dilf.dk

GENNEMSNITSLØNNINGER I INDKØB, KRONER PER MÅNED

Stillingskategori

Kategori 1

Kategori 2

Kategori 3

Kategori 4

Kategori 5

32.074

37.226

48.000

60.476

84.327

-4 %

2%

2%

4%

2%

10 % fraktil

26.775

32.082

36.500

47.300

61.260

90 % fraktil

37.309

42.900

60.245

77.260

104.100

Gennemsnitsløn 2016 Ændring i forhold til 2015

Tabel 1. K ilde: Dansk Indkøbs- og Logistik Forum

GENNEMSNITSLØNNINGER I LOGISTIK, KRONER PER MÅNED

Stillingskategori

Kategori 1

Kategori 2

Kategori 3

Kategori 4

Kategori 5

36.810

39.478

45.792

60.120

82.884

3%

2%

3%

4%

-4 %

10 % fraktil

31.991

33.000

37.061

44.571

54.405

90 % fraktil

43.000

48.100

57.700

79.468

103.959

Gennemsnitsløn 2016 Ændring i forhold til 2015

Tabel 2. K ilde: Dansk Indkøbs- og Logistik Forum

DILForientering FEBRUAR 2017 ÅRGANG 54 41

REPORT FROM THE CONFERENCE ”DIGITAL PROCUREMENT – DISRUPT OR BE DISRUPTED!” It is no secret that digitalization is here to stay – and digitalization of procurement is no exception. So how can organizations benefit from digital procurement and how do they prepare for it? These questions were answered and discussed on a cold November morning at DILF’s latest conference Digital Procurement.

42

DILForientering FEBRUAR 2017 ÅRGANG 54

DANSK RESUMÉ

BY TANJA STRAAGAARD JENSEN, WRITER, DILF

A

loud ”Good morning!” filled the room and was followed by a quiet re sponse from the audience. ”Not good enough. I said good morning!”, the chairman of the day, Søren Vammen, CEO at DILF and Kairos Commodities, continued. The laughs and smiles began to spread across the room and everyone was now ready to start the day. The setting was First Hotel Copenhagen and the event was the much-awaited conference Digital Procurement on November 30. Nothing less than four acknowledged speakers were on the programme - an absolutely amazing line-up, according to Søren Vammen.

Den digitale tidsalder er kommet for at blive – og digitaliseringen af indkøb er ingen undtagelse. Hvordan kan virksomheder drage fordele af denne udvikling og ikke mindst forberede sig på den? /Redaktionen

asked. Hoppe had a very clear agenda; he wanted to tell us how digital technology will change future procurement and that the digital journey is one we need to ride.

He argued that specifically four key digital technologies will benefit and change the future of procurement; cognitive computing, advanced analytics, cloud computing and industrial internet of things – four concepts he based big parts of his presentation on. As he said: “The technology is already here – it is up to us to utilize it”. In continuation hereof, he pointed that there Lost in digital translation: turn fear is no reason to fear this development, since into opportunity there is no correct way to approach it. It is The first speaker to take the floor was not about reinventing the wheel, but about Markus Hoppe, principal director at Accenlearning from successful business modture Strategy. Søren Vammen introduced els and staying up to date. As an him with the following: “Markus ending remark, he argued that is a very good man, because one should embrace what he chose to go to Denmark In the end the this ecosystem has to ofand do this presentation fer. Markus Hoppe had on his birthday”. And on conference suits the indeed a lot to share and that note, what else to purpose. For the agenda he had the audience’s do than to give the man we have, this is the perfect undivided attention from a birthday song? The kind of event beginning to end – an whole audience joined in - Pedro Barata, Principal Program Manager at audience that assiduously a birthday sing-along, and Vodafone asked questions and raised with a very nice atmosdiscussions. phere established, Markus Hoppe started his presentation with a smile.

It is all about a new mindset Up next was Pedro Barata, Principal ProMarkus Hoppe started with presenting gram Manager at Vodafone. After a short what keeps him awake at night, as he put break with a chance to reflect and talk it. “Is there a risk that procurement will about the previous presentation, people look completely different one day?”, he once again placed themselves at the round  DILForientering FEBRUAR 2017 ÅRGANG 54 43

tables. All eyes were on the big screen, Introducing Holger the robot where the headline said “How Vodafone ”It is hard to go on now, because we just will re-create procurement by embrachad two really good presentations”, ing the digital revolution”. The the next speaker began. Number presentation started with the three to take the stage was Jaquestion “Why go digital?”, cob Gorm Larsen, Director to which Pedro Barata anof Digital Procurement at swered by introducing us Maersk Group. Maersk is to a series of arguments. currently undergoing the It was a birthday well spent Amongst others, he exbiggest transformation in - Markus Hoppe, Principal Director at Accenture Strategy plained how 76 % of the the company’s history, global population has inhe stated to begin with. ternet access, how nine Like the previous presenout of ten internet users tations, he introduced the buy online and that by 2025 audience to a colourful and digital budgets will account for interesting agenda. His presen60 % of company budget. He then tation impinged the importance of argued how many companies are undergodigitalization of procurement followed by ing a digital transformation, but only a few four digital initiatives in Maersk – who is of them know why – something he wants indeed a forerunner within digitalization. to change.

The purpose was to have a very pragmatic down to earth discussion on how Maersk does this, as he put it. And that was exactly As the presentation went on, he took us what we got. From the beginning, he invitthrough the vision of digital SCM and how ed people to ask and throughout the presVodafone is changing their digital DNA, as entation, there was plenty of participation he phrased it. He presented an ambition for from the audience, who interacted with cu2020, which is for SCM to be 30 % techno­ riosity and admiration. logy and 70 % people – an ambition that had several people in the audience raising their hands with questions. It led to an onHe walked us through the digitalization of going discussion between the speaker and the company, which included the e-Mall an enthusiastic crowd. that has now become the starting point for all buying in Maersk. He also introduced us to combinatorial optimization that rePedro Barata later presented, how Vodafers to taking advantage of big data in tenfone wants to take digital procurement up ders and their use of money ball sourca notch and talk about cognitive procureing. However, one thing did steal the show, ment – a concept that refers to procurewhich was obviously the introduction of ment processes supported by cognitive the robot Holger. Maersk now has their computing technology. He emphasized that first virtual colleague – which to some parit is easier said than done, but it is learning ticipants’ disappointment is not a physical by doing. Pedro Barata actually endorsed robot. Especially this part of the presentaseveral of Markus Hoppe’s arguments, tion had the audience listening carefully. which only underlined one of the main The robot Holger contributes to a reduction messages of the day; yes, there is a certain of a workload of 160 hours per month and discomfort connected to digitalization, but is improving quality while managing more we must find our place in it.

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DILForientering FEBRUAR 2017 ÅRGANG 54

with less – a true wonder judging by the reaction of the audience.

Data might not be sexy, but indeed useful Last speaker of the day was Jan Stentoft, professor at Southern University of Denmark. His main focus was to discuss the potential of big data and supply chain management. “How can we use the supply chain as an innovative technology?” he asked. The answer to his own question; an innovative supply chain strategy is what we need, he said. With a more academic baseline, he took us through innovation, technology and processes within the supply chain. He then went on to talk about how big data is revolutionizing work processes and comes with numerous advantages. In relation to that, he pointed out, that even though data does not seem sexy, the data scientist is becoming the sexiest job of the 21st century – a remark that drew a smile on a few faces in the room.

rupt or wait to adopt standards defined by others and be disrupted? According to all four speakers of the day, the answer is simple. Get started. Now. As Jacob Gorm Larsen from Maersk said: “Do not do everything at once. Baby steps are okay, but at least they are steps”.

As an opening remark, the chairman, Søren Vammen, asked the audience: “How many of you know a procurement company that does not have a software system?”, which left the room full of raised hands. “Yes, we all know at least one”, he said. According to him, the missing link is knowledge – an opinion shared by all four speakers. It is also an opinion that completely underlines why a conference like this was conducted. As Søren Vammen furthermore argued: “Procurement is not rocket science!”, but the challenge is to figure out where to take the most relevant step and more important the right step. The whole concept of digital procureThe most important ment raises many questhing is, that this is not tions, and thankfully Furthermore, Jan Stentoft about to happen – it is there was plenty of room drew on some of his latalready happening.

So we for questions during the est research made by The need to get going day. Between the presDanish Supply Chain - Jacob Gorm Larsen, entations, it was possiPanel, which he runs in Director of Digital Procurement at Maersk Group ble to ask questions and cooperation with DILF. exchange experiences with The results were used to the four speakers at “Speaker’s point out how few sourcing Corner” – something most of the departments are actually operatparticipants took advantage of. One of ing with big data – not a surprising rethe participants, Betty Dubus, Global Head sult according to him, but nonetheless a reof CVM and SACM at DAMCO, found that ally important one. it was interesting to network and that the offline talks at Speaker’s Corner were very Digital procurement is happening handy.

A lot of great points were made at the conference, but one thing is very certain; the If any participants had unanswered quesdigitalization of procurement is happentions, they could be asked at the panel deing and has actually been happening for bate, which was the last thing on the agena while. Disruption seems inevitable, so is da of the day. The debate was an open dis-  one willing to be an early adopter and disDILForientering FEBRUAR 2017 ÅRGANG 54 45

cussion between chairman Søren Vammen, all four speakers and the audience. It allowed everybody to speak their mind and interact with each other one last time.

A perfect line up The day ended with a summary and final remarks by chairman, Søren Vammen. He went through some of the most important points of the day and showed his appreciation for people’s involvement throughout the day. Both participants and speakers seemed very satisfied with the conference that turned out to be a smaller gathering which allowed the presentations to be dialogue based and made the whole event very intimate – a thing Jacob Gorm Larsen from Maersk considered an advantage. Today’s setting also allowed for the participants to discuss across the tables without the speaker – not always agreeing obviously. Søren

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DILForientering FEBRUAR 2017 ÅRGANG 54

Vammen described the line up as an amazing one, and both participants and speakers expressed satisfaction with the combination of presentations. Pedro Barata from Vodafone described the line up as “an almost perfect match”, while the participant Jeff Griffiths, Solution Architect at Maersk Line, said that the combination of different mediums was great and really made the interaction going.

As the room slowly emptied, a very symbolic sign appeared on the big screen behind us. It said ”Straight ahead: Best practice” and ”Next Exit: The Future”. The day ended and it seemed that the participants had been filled with new knowledge and a lot of inspiration. We hope that everybody enjoyed the day as much as we did. We are excited to introduce more inspiring conferences this year. /

HD 2.del Investér i din humane kapital ❚ ❚ ❚ ❚ ❚

Akkrediteringsrådet

the danish supply chain panel

SUPPLY CHAIN INNOVATION IS PERCEIVED IMPORTANT FOR COMPETITIVENESS It is hopefully not a secret that the supply chain management area offers a wide range of opportunities for companies to maintain or even strengthen their competitiveness. Therefore it is fatal if innovation in the supply chain is neglected.

Read the article and become aware of the drivers and main barriers for supply chain innovation.

BY PROFESSOR JAN STENTOFT, PHD, AND ASSISTANT PROFESSOR OLE STEGMANN MIKKELSEN, PHD, DEPARTMENT OF ENTREPRENEURSHIP AND RELATIONSHIP MANAGEMENT, UNIVERSITY OF SOUTHERN DENMARK, KOLDING

S

upply chain management offers ap proaches to improve the bottom line in terms of cost reductions in various areas such as purchasing, inventories, manufacturing and transportation. Supply chain management can also contribute to an improved top line in terms of increased turn over due to e.g. delivering superior products and services at the right time and at the right place. In many companies the supply chain consumptions are relatively high percentages of the overall cost consumption. It is not unusual that the cost to drive the supply chain (i.e. the total cost spend in procure-

48

DILForientering FEBRUAR 2017 ÅRGANG 54

ment, the cost to ruin factories and the distribution cost) can count between 60 to 80 % of the total turnover. Innovation becomes fatal if neglecting in the supply chain management area. Therefore, we encourage top management to consider their supply chains as innovation objects with the same strategic emphasis as products and service innovations. Conceptually, we prose that supply chain innovation can be understood in terms of business processes, network structures and technology (figure 1).

DANSK RESUMÉ Det er ingen hemmelighed, at supply chain management-området giver virksomheder en masse muligheder for at opretholde og endda styrke deres konkurrenceevne. Derfor er det også fatalt, hvis udvikling og innovation af værdikæden bliver forsømt. Læs artiklen fra The Danish Supply Chain Panel og bliv klogere på drivkræfter og barrierer bag supply chaininnovation. /Redaktionen

ILLUSTRATION: SHUTTERSTOCK

FRAMEWORK FOR UNDERSTANDING SUPPLY CHAIN INNOVATION

Recognize a need for change in business model (performance gap)

Develop solutions for new business model

Supply Chain Business Processes

Supply Chain Technology

Supply Chain Network Structure

Implementation of new business model Figure 1. S ource: Arlbjørn et al. 2011

 DILForientering FEBRUAR 2017 ÅRGANG 54 49

PRACTISE OF SUPPLY CHAIN STRATEGY AND SUPPLY CHAIN INNOVATION PROJECTS How important is it, in your opinion, that your company have a welldefined supply chain strategy that is linked to corporate strategy?

4,52

To which degree is your top management aware of that your supply chain is a source for competitiveness?

3,91

To which degree do your company have a well-defined supply chain strategy that is linked to corporate strategy?

3,65

To which degree do your company in general execute development/innovation projects in your supply chain?

3,58

1

2

3

4

5

Figure 2. S ource: The Danish Supply Chain Panel

Supply chain business processes consist of structured sets of activities designed to produce specified outputs within different process areas (e.g. order fulfilment, demand management and supplier relationship management). Supply chain network structure is about the internal as well as external network links to other functions and firms. Such links are internal cross functional links and external links in tiers downstream to customers and upstream from suppliers. Other links can be with competitors and diverse knowledge suppliers such as consultants, public agencies and universities. The third component in figure 1 is technology that consists of a high variety of different technologies that can come into play in the design and execution of business processes. Such technologies are e.g. basic ERP systems, bar code technology, RFID and the so-called disruptive technologies such as 3D printing, 3D scanning, drones, mobile internet, Internet of Things, and big data (Stentoft & Mikkelsen 2016; Stentoft et al. 2016). The overall idea with figure 1 is to create consciousness about the need to initiate and complete supply chain innovation projects and their content elements both contains and affects processes, 50

DILForientering FEBRUAR 2017 Ă…RGANG 54

networks and technology. In this article, we present and discuss the recent mini-survey from The Danish Supply Chain Panel that focuses on the panel’s practices and judgement of relevance within the supply chain innovation umbrella.

Supply chain strategy and supply chain innovation projects In order to work strategically with supply chain innovation, it is important to have a supply chain strategy. The supply chain strategy must be linked to the overall corporate strategy and aligned with other functional strategies (see alignment tool Stentoft & Thoms 2014). Hence, the first thing we sought to ask was if the companies in this survey do have a well-defined supply chain strategy that is linked to corporate strategy, and how important the respondents think this is. The answers, based on a 5 point Likert scale from very little degree/importance (1) to very high degree/importance (5), appear from figure 2.

Several interesting issues emerge from the responses in figure 2. First we observe that the respondents find it rather important (4.52) that their company have a well-de-

SUPPLY CHAIN MANAGEMENT BUSINESS PROCESSES Customer Relationship Management - importance

4,17

Customer Relationship Management - current practice

3,42

Customer Service Management - importance

4,02

Customer Service Management - current practice

3,42

Supplier Relationship Management - importance

3,96

Supplier Relationship Management - current practice

3,35

Order Fulfilment - importance

3,79

Order Fulfilment - current practice

3,54

Demand Management - importance

3,75

Demand Management - current practice

3,12

Product Development and Commercialization - importance

3,62

Product Development and Commercialization - current practice

3,19

Manufacturing Flow Management - importance

3,48

Manufacturing Flow Management - current practice

3,15

Returns Management - importance

2,72

Returns Management - current practice

2,50 1

2

3

4

5

Figure 3. S ource: The Danish Supply Chain Panel

fined corporate linked supply chain strategy, while simultaneously they find that this is the truth to only some degree (3.65).

In other words, it seems that there is a gap between importance and implemented reality. Second we observe from figure 2 that there is a gap also between the perceived importance of a well-defined corporate linked supply chain strategy and the top management awareness of the supply chain as a source for competitiveness (3.91). The gap between awareness and importance, could to some extend explain the gap between importance and implemented reality. If top management is not aware of or does not focus on the supply chain as a source for competitiveness, it may prove hard to convince top management to invest and allocate resources into developing the supply chain. This is mirrored in figure 2 in the fact that innovation projects in the supply chain are only to some degree executed (3.58).

Following the SCI framework in the introduction, we have asked questions to which

degree the company find innovation important and what their current practices are. The first set of questions pertains to eight supply chain management processes (Lambert & Cooper 2000).

Supply chain management business processes The responses to the questions on supply chain management processes presented in figure 3, in which we have depicted importance and current practice of the processes respectively, are again based on a Likert scale from 1 (Very little degree/importance) to 5 (very high degree/importance).

As it appears from figure 3, all the supply chain business processes lacks behind in current practices compared to perceived importance. In other words, all the processes in the survey entail gaps in terms of importance versus current practice in several areas. First, it is not surprising that customer relations management and customer service management processes are reported as the most important by the respond- ď‚ž DILForientering FEBRUAR 2017 Ă…RGANG 54 51

ents. After all, it is the customers that pay the bills. But it is surprising that customer relationship management even though it is the process with one of the highest level of current practice, it is also the process with the largest gap between importance and current practice (4.17-3.42 = 0.75). Also supplier relationship management is high on the list in terms of importance (3.96).

With an average of 3.35 on current practice it creates a gap of 0.61 between importance and current practice, which is also among the highest gaps. It is interesting that the three highest averages on perceived importance are focussed towards external relations downstream and upstream. At the same time, the three supply chain processes have some of the biggest gaps suggesting that much still has to be accomplished in the three supply chain process areas. Hereafter follows more internally focussed supply chain processes such as order fulfilment, demand management, product development and manufacturing flow management. Even that demand management is placed in the middle of the importance

field (3.75) it is the supply chain process with the second highest gap (0.63) toward current practice, suggesting that respondents still notices much potential in working with this process. This provide some evidence for that Sales & Operations Planning is still a challenge in many companies though this set of practice has been available on more than two decades (Stentoft et al. 2016b). At the very bottom of importance we observe the supply chain process returns management (2.72), which also holds the smallest gap compared to current practice (0.22). So it is fair to say that current practice does overall correspond with perceived importance. On the other hand it is interesting that this supply chain process is rated rather low in importance, as this process is expected to increase in importance in the future.

The second element in the supply chain innovation framework is supply chain network structure. Here we have asked the respondents to what degree they have innovated together with various supply chain

SUPPLY CHAIN NETWORK ACTORS Internally (e.g. cross-functionally) - importance

4,39

Internally (e.g. cross-functionally) - current practice

3,71

Suppliers - importance

4,14

Suppliers - current practice

3,10

Customers - importance

4,08

Customers - current practice

3,18

Third party providers (.e.g logistics providers) - importance

3,45

Third party providers (.e.g logistics providers) - current practice

3,02

Universities - importance

2,92

Universities - current practice

1,98

Consultants - importance

2,68

Consultants - current practice

2,69

Public agencies - importance

2,35

Public agencies - current practice

1,90

Competitors - importance

2,10

Competitors - current practice

1,45 1

Figure 4. S ource: The Danish Supply Chain Panel

52

DILForientering FEBRUAR 2017 Ă…RGANG 54

2

3

4

5

SUPPLY CHAIN TECHNOLOGIES Planning and execution systems - importance

4,31

Planning and execution systems - current practice

3,90

Communication systems - importance

4,08

Communication systems - current practice

3,35

Analytics technology - importance

4,06

Analytics technology - current practice

3,39

Identification systems - importance

3,96

Identification systems - current practice

3,33

Electronic marketplace - importance

3,16

Electronic marketplace - current practice

2,47

Automation of knowledge work - importance

3,02

Automation of knowledge work - current practice

2,51

Advanced manufacturing technologies - importance

2,84

Advanced manufacturing technologies - current practice

2,22

Advanced materials - importance

2,51

Advanced materials - current practice

2,10 1

2

3

4

5

Figure 5. S ource: The Danish Supply Chain Panel

network actors. The answers are shown in figure 4.

As shown in figure 4 the supply chain innovations with internal actors are perceived as most important (4.39). It is also observed supply chain innovations with internal actors are also first and foremost carried out together with internal supply chain actors (3.71). However, the gap (0.68) also shows some potential for improvement. Suppliers and customers are reported as second and third in importance of actors to pursue innovations with 4.14 and 4.08 respectively. However, theese actors are also the ones with some of the largest gaps when it comes to current practice (1.04 and 0.9).

Thus, these areas also have potentials for improvement. Third party providers are seen as a somewhat important actor with an average of 3.45. Interesting, universities are also seen as a somewhat important actor when pursuing supply chain innovation with an average of 2.92. However, thecurrent practice is only indicated as 1.98 leaving the second largest gap of 0.94. This gap

indicate a room for improvement where universities needs to move out from their ivory towers and seek practical relevance with their research and where practitionerns need to lower their guards and with an open attitute take new critical refelections to consideration about their practices (see e.g. Schacht 2016).

The third supply chain innovation element is supply chain technologies. In this section the respondents should answer questions about to which degree they work with various technologies in the supply chain.

The results appear in figure 5.

Figure 5 reveals that planning and execution systems, such as ERP, APP and MRP, in average, are seen as the most important supply chain technologies to be used in the companies with an average of 4.31, and is at the same time the technology that is mostly used in current practice (3.90). This may not be surprising as these systems are the backbone of most companies manufacturing, planning and control. However, ď‚ž DILForientering FEBRUAR 2017 Ă…RGANG 54 53

the current practice is slightly behind perceived importance (0.41). Communication systems (e.g. electronic data interchange, web-based communication tools, mobile communication solutions, the Internet of Things, cloud technology), analytics technology (e.g. business intelligence, statistics and analytics software) and identification systems (e.g. barcodes, radio frequency identification) following as highly important supply chain technologies with averages closely around 4.0. The level of current practice for the three supply chain technologies are at the same time among the highest in the survey, however still potentials exist. This is especially true for communications systems, which holds the largest gap between importance and current practice (0.73). Electronic marketplaces (e.g. e-portals, e-auctions, supplier collaboration tools) come fifth in terms of importance, however, with the second largest gap towards current practice (0.69). Not much importance is ascribed towards automation of knowledge work, advanced manufacturing technologies or advanced materials.

MASTER CLASS: SUPPLY CHAIN INNOVATION Vil du træne dine færdigheder i at analysere og problemløse supply chain-innovationer? Deltag på DILFs kursus, hvor Jan Stentoft ruster dig til at planlægge udviklingsforløb og facilitere og lede udviklingsopgaver. Kurset bliver afholdt d. 21. marts i Roskilde. Tilmeld dig på www.dilf.dk.

Ambidexterity After having focussed on the elements of supply chain innovation we now turn to the challenges of simultaneously operating the day to day business and developing the supply chain for competitive advantage. This dilemma is called ambidexterity – and is concerned with right balance of resources dedicated to exploitation (daily

SUPPLY CHAIN OPERATION AND SUPPLY CHAIN DEVELOPMENT We constantly focus on achieving our supply chain related KPIs

4,04

We constantly fine-tune operational processes in the supply chain to keep our current customers satisfied

3,67

We constantly fine-tune operational processes with other internal functions to keep our current customers satisfied

3,63

We constantly fine-tune operational processes with our customers to keep them satisfied

3,49

We proactively pursue new supply chain solutions

3,47

The supply chain often looks for creative ways to satisfy our customers' needs

3,45

We are constantly seeking novel approaches to solve supply chain problems

3,39

We constantly fine-tune operational processes with our suppliers to keep them satisfied

3,22

The supply chain organization responds to demands that go beyond existing products and services

3,20

The supply chain has time allocated for developing a competitive supply chain

3,14 1

Figure 6. S ource: The Danish Supply Chain Panel

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DILForientering FEBRUAR 2017 ÅRGANG 54

2

3

4

5

operation) and exploration (business development), respectively (see e.g. Arlbjørn et al. 2013). The answers on to what degree the respondents pursue supply chain operation or supply chain development activities are shown in figure 6, with blue bars indicating operation related themes while green bars indicates themes related to supply chain development.

Average scores on operation statements and development statements are 3.61 and 3.33 respectively. Thus, in terms of the statements included in this mini-survey the respondents’ self-perception is that they to a higher degree are pursuing operations practices than development practices in their supply chain. In fact, four out of top five practices are operations practices. Only the operations statement on constantly finetuning operational processes with suppliers to keep them satisfied is not in top five.

This result just informs how the respondents perceive their resource consumption.

It does not tell whether this is right or wrong. Companies do differ along several parameters – and in some companies their might not need to be a high focus on development (i.e. on low technology intensive companies) whereas in others there might be a huge demand for this. Our main recommendation is that companies need to create consciousness about their own right balance of this ambidextrous phenomenon.

As it shows in figure 7, companies on average find it important to a high degree to have both a dedicated task focussing on development activities (with an average of 4.12) as well as to have an overall overview of the development projects (with an average of 3.94). However, especially the dedicated task of focussing on development activities lack behind implementing (3.53), 

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DILForientering FEBRUAR 2017 ÅRGANG 54 55

OVERALL PROJECT PORTFOLIO AND RESOURCE ALLOCATION TO DEVELOPING THE SUPPLY CHAIN We find it important to have a dedicated task focusing on development activities in the supply chain

4,12

We have a dedicated task focusing on development activities in our supply chain

3,53

We find it imporant to have an overall overview of planned and ongoing development projects (small to large) (portfolio) in the supply chain

3,94

We have an overall overview of planned and ongoing development projects (small to large) (portfolio) in our supply chain

3,59

1

2

3

4

5

Figure 7. S ource: The Danish Supply Chain Panel

ing their supply chains. The answers to this question are depicted in figure 8.

while it seem that the companies are approximately on par with importance and current status on project overview.

Internal demands are in this mini-survey marked as the most driving force in developing the supply chain with 84 % of the respondents followed by external requirements from customers (67 %). Internal demands have different faces. The results do not separate whether such an internal demand is caused by e.g. customer com-

Drivers for supply chain innovation Initiation of supply chain innovation needs drivers. Therefore it is interesting to uncover how the supply chain panel sees what triggers their supply chain innovations.

We have asked the respondents to mark the three main driving forces for develop-

DRIVERS FOR SUPPLY CHAIN INNOVATION (SEVERAL MARKS ALLOWED) Internal demands to improve performance

84 %

External requirements from customers

67 %

Demands from top management

43 %

Demands from sale/marketing

29 %

External requirements/opportunities from suppliers

24 %

Respond to competitors practice

18 %

Change in legislation

12 %

Demands from owners

12 %

Other

6% 0%

Figure 8. S ource: The Danish Supply Chain Panel

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DILForientering FEBRUAR 2017 Ă…RGANG 54

10 %

20 %

30 %

40 %

50 %

60 %

70 %

80 %

90 %

plaints at first hand. An internal demand can thus be a true internal demand – wishes to do it better or it can be a result based on stimuli from e.g. customers or suppliers. Also 43 % of the respondents view demands from top management as an important driver for supply chain innovation. Interesting only 18 % has marked respond to competitors practice as an important driver for supply chain innovation. More plausible possible explanations to this may exist. On one hand it could be because the respondents perceive themselves as already superior to competitors and, hence, does not need to respond to competitor moves.

Otherwise, the companies do not pay attention to what competitors are doing. This type of attitude may be a dangerous one as seen in the case of disruptions of supply chains. On the other hand it may also be that companies pay attention to competitor moves but in a proactive way develop the supply chain “… to gain competitive advantage and be one step ahead of competitors” as one respondent replied.

Barriers for supply chain innovation In line with other supply chain panel surveys, we also this time desired to understand what challenges the respondents perceive that holds them from making innovations in their supply chain. The respondents were asked to list the five main challenges perceived. The answers are illustrated in figure 9.

By far the most cited barrier for supply chain innovation, we observe 77 % of the companies reporting lack of time. In other words, daily operations win over development. We find it interesting to challenge the perception of lack of time. In most of the mini-surveys in The Danish Supply Chain Panel during the last five years we have seen this factor in the top of main barriers whatever topic we have investigated. One view of this phenomenon can be that it simply has become an accepted wisdom to say we lack time. Perhaps we need to be more productive in all means. Another, and more serious view is, that top man-

BARRIERS FOR SUPPLY CHAIN INNOVATION (SEVERAL MARKS ALLOWED) Lack of time (more focused on operation)

77 %

Lack of man power (project participants)

69 %

Lack of internal development oriented capabilities

58 %

Too much silo mentality in our company

50 %

High supply chain complexity

44 %

Lack of burning platform / lack of hunt

38 %

An unbalanced company in terms of power between sale/ marketing supply chain, product development and finance)

33 %

Lack of financial resources

27 %

Lack of top management awareness

27 %

Lack of supply chain strategy

21 %

Other

13 %

Lack of supply chain KPIs

10 % 0%

Figure 9. S ource: The Danish Supply Chain Panel

10 %

20 %

30 %

40 %

50 %

60 %

70 %

80 %

90 %

 DILForientering FEBRUAR 2017 ÅRGANG 54 57

agement has limited understanding of development activities and are too much focussed on daily performance. Also lack of human resources to take the task of developing the supply chain is often an issue (69 %). To a lesser extent, but highly related, the lack of internal development oriented capabilities is likewise often rated as a top five barrier for supply chain innovation. As is also shown in figure 8 many companies still truckles with internal silos (50 %). Compared to a similar survey in 2012 (Arlbjørn & Mikkelsen 2012) we observe that top five have all increased in terms of how many companies have marked them as barriers.

Lack of time has gone up 20 % from 64 % in 2012 to 77 %, while lack of human resources has moved from 62 % to 69 % and at the same time lack of internal capabilities has jumped from approximately 30 % in 2012 to now 58 %. Quite interesting, and in our opinion alarming, we observe that silo mentality has gone up from around 30 % that mentioned in 2012 to now half of the companies mention this as a barrier to supply chain innovations. A complex supply chain has increased from approximately 30 % to now 44 %. The numbers indicate that companies are even more challenged now on time, human resources and internal capabilities than in 2012 and that companies has not been successful in breaking down the walls between the silos – on the contrary. Under “other” some respondents have written lack of creativity skills/innovation skills and too many projects going on at the same time.

Conclusion This paper has set out to present and discuss the findings of a mini-survey distributed to The Danish Supply Chain Panel about their perception of relevance and current practice of supply chain innova58

DILForientering FEBRUAR 2017 ÅRGANG 54

tion. The survey indicates several interesting findings. Firstly, the survey reveals a gap in the respondent’s perceptions of their own judgment of the supply chain as a source of competitiveness compared with their judgement of how their top management perceive it. This calls for a need to teach top management in supply chain management practice and theory. Main business processes pursued are external oriented (customer relationship management, customer service management and supplier relationship management). Main actors in supply chain innovation projects are internal stakeholders and customers and suppliers. Main technologies in supply chain innovation are planning and execution systems, communication systems and analytical technologies. The respondents scores on operation practices compared with development practices obtain higher average scores. The two highest scoring drivers for supply chain innovation are internal motivation and customer requirements. Top three barriers are lack of time (too much focus on operation), lack of man power and lack of internal development oriented capabilities. We hope these results will stimulate discussion on this phenomenon in your organizations to assess your own practice and potential of supply chain innovation to develop, maintain or further enhance the supply chain as a competitive advantage. / References Arlbjørn, J.S., de Haas, H. & Munksgaard, K.B. (2011), ”Exploring supply chain innovation”, Logistics Research, Vol. 3, No. 1, pp. 3-18.

Arlbjørn, J. S., Mikkelsen, O. S., Munksgaard, K. B., Schlichter, J. & Paulraj, A. (2013), Konkurrencekraft gennem supply chain innovation, Institut for Entreprenørskab & Relationsledelse, Syddansk Universitet (se også www.recoe.dk/publications) Arlbjørn, J.S. & Mikkelsen, O.S. (2012), ”Omkostningsfokuseret supply chain innovation”, Dilf Orientering, Vol. 49, No. 4, pp. 22-26.

Lambert, D.M. & Cooper, M.C. (2000), ”Issues in supply chain management”, Industrial Marketing Management, Vol. 29, No. 1, pp. 65-83.

THE DANISH SUPPLY CHAIN PANEL 2017

Schacht, M.K. (2016), “Forskere: Teorivældet udsulter virksomhedsnær forskning”, MandagMorgen, August, 22 (https:// www.mm.dk/forskere-teorivaeldet-udsulter-virksomhedsnaerforskning/)

More than 100 representatives from different Danish organizations are discussing prevailing trends and topics within the field of supply chain in The Danish Supply Chain Panel.

The panel is conducted in English so that more members of DILF can benefit from research results and benchmarks.

Stentoft, J, & Mikkelsen, O.S. (2016), “Increased expectations of using disruptive technologies in supply chains”, Dilf Orientering, Vol. 53, No. 1, pp. 36-41.

Stentoft, J., Mikkelsen, O. S. & Brinch, M. (2016a), ”Big data applications in sourcing processes”, Dilf Orientering, Vol. 53, No. 4, pp. 38-42.

If you are interested in joining the panel as a spokesperson from your company then please do not hesitate to contact us at mail@dilf.dk.

Stentoft, J., Scholte, E. & Breil-Hansen, P. (2016b), Den stærke værdikæde: Sådan skaber du konkurrencekraft, Libris, Valby.

Stentoft, J. & Thoms, L. (2014), Konkurrencekraft gennem Supply Chain Innovation: Værktøjer, Institut for Entreprenørskab & Relationsledelse, Syddansk Universitet (se også www. recoe.dk/publications)

DILForientering FEBRUAR 2017 ÅRGANG 54 59

FOTO: SHUTTERSTOCK

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DET BEDSTE FORSVAR ER ET ANGREB – BEDRE FORECASTS REDUCERER RISICI Globale supply chain-ledere placerer usikkerhed i efterspørgslen som nummer ét på listen over risici. De fleste virksomheder har store problemer med forecastpræcision og med at følge op på forecasts, og der gemmer sig et stort risikoreduceringspotentiale i 1) at forbedre forecast-præcision og 2) at udnytte højere præcision til at turde tage bedre beslutninger.

AF EINER SCHOLTE, PARTNER, NEWCORE

E

n global undersøgelse blandt producen ter af forbrugsgoder viser, at forecast præcisionen ligger under 50 procent.

Undersøgelsen viser også, at gennemsnittet er stabilt på trods af, at volatiliteten i efterspørgslen er steget. Det forklarer Terra Technology, der står bag undersøgelsen ”Forecasting Benchmark Study”, med, at planlæggerne er blevet dygtigere.

Samtidig tyder alt på, at det kun bliver vanskeligere i fremtiden at forudsige efterspørgslen og derved have et kvalificeret grundlag for at balancere efterspørgsel og forsyning.

Eksempler på to primære udfordringer er: ❙❙ Vækst og kompleksitet i varesortiment skaber tung forsyningskæde.  DILForientering FEBRUAR 2017 ÅRGANG 54 61

❙❙ Skrappere og mere komplekse kundekrav skaber behov for en letfodet forsyningskæde.

Forecasting er den vigtigste måde for en virksomhed at skabe en dialog mellem den kommercielle del af virksomheden og den resterende forsyningskæde. Det er den proces, der er med til at dimensionere, hvad forsyningskæden skal kunne levere, hvad der forventes af leverandørerne etc. - så det kan undre, at der ikke er større fokus på det.

Tre nærgående spørgsmål: ❙❙ Kender I jeres forecast-præcision? ❙❙ Ved I, hvordan den har udviklet sig de sidste fem år? ❙❙ Hvad er jeres primære barrierer for højere forecast-præcision?

Vækst og kompleksitet i varesortimentet Antallet af varer til salg er steget 30 procent i nordamerikanske virksomheder siden 2009.

Tallet 30 procent underestimerer dog den øgede volatilitet, fordi mængden af nye produkter er dobbelt så stor i 2014, som den var i 2009, og cirka 85 procent af de nye produkter er endt med at blive solgt til udsalgspris. Leveringsvolumener steg i samme periode kun med to procent, og det skaber et gennemsnitligt fald i salgsvolumener per produkt på 22 procent. Det gør det betydelig vanskeligere at planlægge indkøb, produktion og distribution af produkterne.

Tallene er baseret på undersøgelser fra primært nordamerikanske virksomheder, men intet tyder på, at billedet er væsentlig bedre i danske virksomheder. Perito Consulting, der beskæftiger sig med forecasting, ser samme tendens: ”Vi ser også en tendens i danske virksomheder til, at inflation i varesorti62

DILForientering FEBRUAR 2017 ÅRGANG 54

mentet og mængden af varianter, det som på management-dansk bliver kaldt ”product proliferation”, skaber øget kompleksitet og derved dårligere forecasts,” fortæller Stephan Skovlund fra Perito Consulting.

Nye produkter bliver altid betragtet som sikre vindere, og den tilgang bliver reflekteret i overoptimistiske salgsforecasts for produkterne. Ifølge Terra Technology er forventningerne i gennemsnit fire gange højere for nye produkter, end de er for eksisterende produkter. Den lange hale, ”long tail”, af langsomt omsættelige varer fortsætter med at belaste lagerbinding og arbejdskapital. De 10 procent hurtigst omsættelige varer står for 75 procent af salgsvolumenen, mens de 50 procent langsomste varer står for blot én procent, og størstedelen af de nye produkter ender i den lange hale. Det øger kompleksiteten i forsyningsnetværket, bygger unødvendigt store lagre, øger mængden af kassationer eller afskrivninger og forhindrer planlæggere i at have skarpt fokus på at sanere de mange produkter i ”halen”.

Tre nærgående spørgsmål: ❙❙ Hvordan har jeres varesortiment udviklet sig de sidste fem år? ❙❙ Hvor meget omsætning skaber de 10 procent mest bevægelige varer? ❙❙ Hvor meget omsætning skaber de 50 procent langsomste varer?

Ændret forbrugeradfærd giver nye muligheder Vi er i disse år vidne til et paradigmeskifte, hvor det før handlede om at få så meget ud af maskinerne som muligt til nu i højere grad at sætte kundens behov i centrum og fokusere på rettidig opfyldning af behov. Forbrugerne er i færd med at tage magten fra producenter

og detailled. Det vender op og ned på supply chain-disciplinen, som vi kender den i både B2C og B2B. Udfordringerne er lige så store som behovet for at tænke helt nyt.

Indtil for 5-10 år siden sad detailleddet på magten både i forhold til slutkunderne og i forhold til producenter. Detailleddet var ikke til at komme udenom for hverken leverandører eller slutkunder. Den tid er forbi.

Internettet og e-handel er i fuld gang med at splintre de værdikæder, som vi har kendt i flere tusinde år. Der skabes nye værdikædemønstre, der går på kryds og tværs.

Ifølge flere undersøgelser rangerer supply chain-ledere på tværs af industrier og sektorer usikkerhed i efterspørgslen helt i top på listen over risici. Hvis man som virksomhed skal have en chance for at følge med udviklingen og udnytte de nye muligheder, skal man tage denne udfordring seriøst og sikre, at man har en forecast-proces, der understøtter rettidig levering til kunderne. Det vil bidrage positivt til “Stock Out” og dermed være med til at sikre en højere “On Time Delivery” (OTD). Ofte har markedet og dermed salget brug for at have en meget høj tilgængelighed af varer, og det betyder, at OTD’en er et væsentligt konkurrenceparameter. Hvis vi lykkes med at forbedre OTD’en, kan vi være med til at styrke salget og dermed være med til at sikre en væsentlig højere konkurrencekraft.

Tre nærgående spørgsmål: ❙❙ Hvad vægter højest hos jer: Udnytte maskiner og kapacitet så optimalt som muligt eller fokusere på i alle dimensioner at møde kundernes behov? ❙❙ Oplever I voksende krav fra kunder som fx hurtigere levering, mere fleksibel levering, lavere pris, højere service, mere kundetilpassede løsninger etc.?

❙❙ Hvad betragter I som den største risiko/de største risici i jeres forsyningskæde?

Reducér kapitalbehovet med op til 50 procent og få en bedre konkurrenceevne Virksomheder og supply chain-ledere oplever et stigende pres på at levere hurtigere, billigere og mere kundetilpasset, samtidig med at kompleksiteten i forsyningsnetværket stiger, og at de data, der skal give den rigtige gennemsigtighed i efterspørgslen, er fulde af unøjagtigheder. En stor del af problemet er en voksende frakobling mellem gennemsigtighed i efterspørgsel og evnen til at reagere hurtigt i forsyningssystemet.

Det er netop denne frakobling, som understreger, at en høj forecast-præcision ofte i sig selv ikke er interessant og ikke i sig selv vil reducere risici. I mange virksomheder bliver forecast anvendt til MRP-nedbrydning (produktionsplanlægning), og her vil højere forecast-præcision ganske vist medføre et mere korrekt træk på rå- og færdigvarer – men det er i sig selv ikke tilstrækkeligt, hvis ikke produktionsplanlæggerne anvender de udarbejdede forecasts, eller hvis lagerdisponenterne ikke følger dem.

Det er først interessant, når vi formår at udnytte præcisionen til at turde træffe beslutninger omkring det og uden for meget ”sikkerhedsnet”. Vi kender alle Forrestereffekten, og forecast-præcisionen bliver først vigtig, hvis vi tør fjerne den. Ofte har virksomheder en forecast-proces, og de har også en S&OP-proces - men der er ikke aftalt nogen “regler” for, hvordan vi træffer beslutninger. Hvis forecastet eksempelvis falder over den næste periode – skal vi så mindske lagerniveauet med fare for at svække OTD'en? Ofte vil salg være tøvende – og forsyningskæden lader stå til. En større præcision i dialogen mellem forsyningskæden, salg og andre involverede vil være med til  DILForientering FEBRUAR 2017 ÅRGANG 54 63

at styrke beslutningsevnen og gøre forsyningskæden bedre i stand til at udfordre salg.

Resultatet er en mere positiv og konstruktiv dialog, der skaber reelle beslutninger, handlinger samt forretningseffekter og reducerer risici.

Evner vi at udnytte forecast-præcisionen og turde tage beslutninger, kan vi for alvor reducere risici og skabe flotte resultater. Reduktion af lagerbindingerne og arbejdskapital er et væsentligt resultat ved en forbedret forecasting-proces. Vi kan faktisk opnå 1-2 procent reduktion i “Working Capital” – omkostninger for hver procent, vi forbedrer forecastet – typisk ser vi en besparelse på 50 procent i kapitalbehovet.

Hvordan skal virksomhederne udnytte potentialet?

Det store spørgsmål er så, hvordan virksomhederne udnytter dette potentiale?

Stephan Skovlund har fra talrige kundebesøg og analyser i danske virksomheder de seneste ti år erfaret, at virksomhederne har fire kerneudfordringer på forecast-området: ❙❙ Svært ved at segmentere varer ❙❙ Mangler kompetencer til at håndtere statistik ❙❙ Mangler ressourcer til at indsamle markedsintelligens

❙❙ Mangler kompetencer til at udfordre markedsintelligensen og på relevant vis koble den til statistik. ”Forecasting er ikke bare et tryk på en knap, og så starter der en statistik-motor, der matematisk bearbejder data og kommer frem til et resultat. Det er vigtigt at huske på, at forecast-systemer ikke er mere end en sam64

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ling formler, der ikke er i stand til at tænke kritisk eller udfordre de inputs, som salgsafdelingen kommer med. Kunsten i forecasting er at koble statistikken med den viden, som salgsafdelingen besidder på en intelligent måde. Så forecasting er i højere grad en proces end et it-system, der regner den ud.”

Han anbefaler danske virksomheder at se nøje på følgende: ❙❙ Opprioritér ressourcer til forecasting.

Forecasting kræver langt flere ressourcer, end de fleste virksomheder tildeler det i dag. Det er klart underprioriteret i næsten alle danske virksomheder. ❙❙ Skab en tæt sammenhæng mellem forecasting og lagerstyring.

De fleste virksomheder med rimelig forecasting får ikke skabt en lagerstyring, der følger op på forecastingen, og så falder gevinsterne væk. ❙❙ Skab en stærk kobling mellem økonomi og forecast.

Det er langt lettere at drive en effektiv forecast-proces, hvis den økonomiske effekt af et bedre forecast er kendt af alle parter. ❙❙ Etablér en metode til at styre volatile B- og C-varer.

A-varerne har fokus, men der er ikke ressourcer til at følge B- og C-varer, og det er langt dyrere, end de fleste gør sig klart. ❙❙ Skab koblingen mellem statistik og markedsintelligens.

Salg er tæt på markedet, men de har sjældent ressourcer til seriøst at indsamle markedsintelligens, og Salg har en tendens til at bygge sikkerhed ind i forecastet.

Tre nærgående spørgsmål: ❙❙ Hånden på hjertet: Hvordan er forecasting prioriteret (ressourcer og kompetencer) i din virksomhed? ❙❙ Bliver jeres forecasting afspejlet i adfærd i resten af virksomheden, fx i form af stram lagerstyring, der sørger for at følge op på de lagerniveauer, som forecastingen angiver? ❙❙ Arbejder I med at koble statistiske data med markedsintelligens?

Standard S&OP er ikke nok Mange virksomheder arbejder med en sales & operational planning proces (S&OP). En standard S&OP-cyklus er ikke tilstrækkelig præcis, nuanceret og hurtig til effektivt at imødekomme udsving i efterspørgsel og dermed reducere risici. Det er samtidig fortsat en topprioritet i virksomhederne at reducere driftsomkostninger, og en stødpudestrategi for kapacitet og lager er derfor heller ikke en farbar vej at gå.

Et tredje – men også meget avanceret – bidrag til en løsning kunne være at udnytte big data til at skabe et stærkt grundlag for forecasting og demand sensing. Der er teknologier og analyseværktøjer til rådighed, der kan hjælpe med at udnytte data om salg og kundeadfærd samt realtids-kundefeedback via sociale medier.

Det var fire forecast-anbefalinger og tre bud på supply chain strategiske løsningstiltag, der vil reducere risici. Der er helt sikkert mange andre tilgange, ligesom løsninger vil variere afhængig af branche, marked, forretningsmodel, virksomhedsstørrelse etc.

Tre afsluttende spørgsmål: ❙❙ Er jeres forecast-præcision tilfredsstillende? ❙❙ Oplever I en stigende volatilitet/usikkerhed i efterspørgslen? ❙❙ Hvordan vil I udnytte disse muligheder? /

Hvordan løser man det dilemma? En mulig løsning ligger i at løfte kundeservice og kundeloyalitet, altså at kundecentrere strategi og aktiviteter. Supply chain-organisationer, der opererer i virksomhedens baglokaler som en servicefunktion eller som et rent cost-center, matcher ikke denne ambition. Den tilgang fungerede fint for 1980’ernes fabriksagtige forsyningskæder, men de formår ikke at løfte udfordringerne i 2016.

En anden løsning kunne være at bygge eller konfigurere netværk af virksomheder, der systematisk og konsekvent kan sige ”ja” til de rigtige og lønsomme ordrer og ”nej” til de umulige ordrer. Det kræver en langt dybere og mere nuanceret indsigt i egen forretning, cost-to-serve og vareflow, end de fleste virksomheder i dag besidder.

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boganmeldelse

HVOR ER DIT FOKUS? Vores koncentration er under angreb. Vores evne til at fokusere produktivt bliver undermineret af et dagligt og konstant bombardement af e-mails, sms'er og anden audiovisuelle stimuli. Denne trussel kræver vores opmærksomhed, skriver Daniel Goleman, da fokus er en af hemmelighederne bag succes.

Alt dette var forudset af den nobelprisvindende økonom og psykolog Herbert Simon tilbage i 1977, hvor han beskrev forholdet mellem information og opmærksomhed: ”… information fortærer modtagernes opmærksomhed. Derfor vil et væld af information skabe en fattigdom af opmærksomhed.”

Fokus har i følge Goleman tre varianter:

Men fortvivl ikke, hvis du ikke kan forestille dig, hvordan du skal bryde din trang til at tjekke e-mails hvert andet minut. Fokus kan udvikles – tænk på opmærksomhed som en mental muskel, vi kan styrke ved træning.

Indre fokus, som gør os opmærksomme på vores intuition, vores moral og bedre beslutninger.

Anden fokus, som hjælper os med at indgå i forbindelser med andre mennesker dvs. empati.

Ydre fokus, som er det, der gør, at vi kan begå os i omverdenen.

For at opnå succes skal man kunne balancere alle tre slags fokus (triple fokus) og at opnå denne balance vil også hjælpe os til at blive produktive og lykkelige. Det er specielt den ”anden fokus”, der er truet. Vi søger oftere skærmen i stedet for menneskelig kontakt.

Vi har børn, der er mere opmærksomme på maskiner end mennesker og dermed ikke lærer at indgå i relationer og forstå reaktioner fra mennesker omkring dem.

Anmeldt af: Tine Rolff Head of Strategic Sourcing, Group Procurement Pandora A/S 66

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Golemans udgangspunkt er, at vores evne til at blokere den enorme masse af digitale distraktioner mindskes ved den "kognitive udmattelse", de forårsager. Uden at finde måder at være fokuseret, kan vi ikke undgå at blive distraheret. Mindlessness – når dine tanker altid vandrer – er potentielt den største trussel mod opmærksomhed og produktivitet på arbejdspladsen. At udvikle modsætningen - mindfulness - ved at træne hjernen til at være fuldstændig opmærksom på øjeblikket er afgørende. Mindfulness giver os mulighed for at koncentrere os om, hvad der er vigtigt, og ikke blive distraheret af støj omkring os.

Forlag: Harper Udgivelsesår: 2013 Køb: www.saxo.com Pris: Kr. 130

Ufrivillige – eller "bottom-up" – neurale processer fra hjernens limbiske system forårsager mindlessness specielt, når vi distraheres af visuelle stimuli. For at styre den proces er vi nødt til at anvende forsætlig "top-down"fokus fra neocortex, den nyeste del af vores hjerne. Denne kamp mellem top og bund, det limbiske system og neocortex er vigtig, fordi vores evne til at anvende fuld opmærksomhed er et stort mentalt aktiv.

At udvikle større kognitiv kontrol og dermed opnå det meget eftertragtede fokus kan vi træne os op til gennem metoder som "etpunktskoncentration", herunder meditation.

Hvile og positivitet er også en del af træningen. Positive tanker stimulerer åbenhed over for nye idéer og mål og at være udhvilet, er der vist ingen, der kan argumentere imod.

For ledere er behovet for mindfulness særligt akut. Goleman siger: "Ledelse i sig selv afhænger effektivt om at opfange og lede den kollektive opmærksomhed." Dette indebærer fokus på udviklingen uden for organisationen samt at tiltrække og lede opmærksomhed af mennesker inden for og uden for organisationen.



“

For ledere er behovet for mindfulness særligt akut

Han slutter med at overveje, at når/hvis vi finder balancen i triple fokus, så er der en stor chance for at blive succesfuld, men hvad er målet med dette? Tjener det kun til personlig vinding? Hvis det er tilfældet, så er vi som race dødsdømt forudser Goleman. Vi skal tænke på fremtiden, på helheden og på, om det, vi gør, giver fordele til flere.

Denne ophøjede epilog afslører dels bogens eget fokus. Ikke desto mindre har Goleman skrevet en interessant og tankevækkende bog fyldt med (lidt for) mange gode eksempler fra det virkelig liv, der giver stof til eftertanke.

Bogen er også, som jeg ser det, en venligt ment opsang til at vende vores smartphones ryggen engang imellem og fokusere tid og opmærksomhed på en ting ad gangen. /

Titel: Focus: The Hidden Driver of Excellence Forfattere: Daniel Goleman DILForientering FEBRUAR 2017 ÅRGANG 54 67

interview

12 SKARPE TIL SOFIE AMBECK

Da hun fik sit første job inden for indkøb, skyldtes det ikke hendes indkøbserfaring – for Sofie Ambeck havde ikke nogen. Hun havde derimod et gå-på-mod og en lyst til at udvikle sig. Det har hun stadigvæk, og derfor er en af hendes store udfordringer at acceptere, at ikke alle mennesker har behov for udvikling.

CV NUVÆRENDE JOB: Procurement Expert, DBS - FPP, Danfoss A/S TIDLIGERE JOBS: 2013-2016 Energimidt, Indkøbs- og logistikchef 2012-2013 BPI, Indkøbs- og logistikchef

UDDANNELSE: HD - Graduate Diploma Supply Chain Management

2009-2012 Siemens Wind Power, Head of Global Material Operation, Nacelles

Dansk Industri Executive Program 2005, Executive Management

1997-2009 Dantherm Air Handling, Indkøbschef og Head of Sourcing Office China

Erhvervsdiplom, Strategisk Indkøb

1992-1997 Morsø Jernstøberi, Indkøber

Merkonom, Indkøb Tekniker

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AF LOUISE VON FINTEL VESTERHOLM, REDAKTØR, DILF

1

Hvorfor blev det fagområdet indkøb?

Det var faktisk tilfældigt. Jeg har en teknisk baggrund, men da jeg var i mit første rigtige job, blev jeg hurtigt fascineret af indkøbsfunktionen. Så skiftede jeg simpelthen spor og søgte et indkøbsjob uden at have de faglige kvalifikationer. Jeg blev indkøber på Morsø Jernstøberi, og dér fik jeg rigtig meget erfaring via hands on.

2

Hvilke tre ord kommer du først i tanke om, når du tænker på dit job?

Værdi, udvikling og engagement. Det har altid været vigtigt for mig at skabe så meget værdi som muligt i den virksomhed, jeg er ansat i. Ofte har det været i form af gode helhedsorienterede aftaler. Jeg siger også udvikling, fordi min jobfunktion på en måde havde lidt lavstatus til at starte med, men den har nu fået den anerkendelse, den fortjener – det gælder faktisk for hele Supply Chain. Jeg har altid oplevet et stort engagement hos medarbejdere i alle dele af forsyningskæden, og hvis fagligheden har manglet, er der blevet kompenseret med et dybt engagement.

3

Hvilke udfordringer møder du i dit nuværende job?

Mange! Jeg er stadig ny hos Danfoss – og i min rolle. Udfordringerne lige nu bygger på, at jeg er i et nyt fagområde, hvor der er fokus på processerne.

4

Hvad er den vigtigste beslutning, du har taget i din karriere?

I et tidligere job spurgte jeg min chef, om jeg måtte få et nyt ansvarsområde. Det måtte jeg gerne, men jeg ville ikke få flere ressourcer, så dér skulle jeg gøre op med mig selv, om jeg kunne acceptere indimellem at aflevere opgaver, der måske ikke blev løst 100 %, men kun 80 %. Det var en svær beslutning, men jeg har ikke fortrudt, at jeg accepterede det. Jeg har haft modet

til at sige ja til de muligheder og udfordringer, jeg har fået. Et andet valg har været, at jeg løbende har tilegnet mig viden – i stedet for først at sige ja til et job, når jeg havde de helt rigtige faglige kvalifikationer. På Morsø Jernstøberi fik jeg hurtigt kendskab til DILF, hvor jeg så løbende har fået sparring og inspiration ved hjælp af kurser og konferencer og på den måde fået flere kvalifikationer. I mine efterfølgende jobs har jeg fået indført medlemskaber hos DILF, da mine medarbejdere også har haft brug for ny viden og inspiration. Gennem min karriere har jeg også taget beslutningen om at være leder og se det som en fagdisciplin.

5

Hvad er dine mest markante karaktertræk?

Jeg er ikke bange for at sige, hvad jeg mener, og for at tage en udfordring op. Det er vigtigt for mig at stå ved mig selv og mine egne værdier – og det burde være alle forundt at have det sådan. Derudover er jeg ordholden og gør alt for at holde, hvad jeg lover både privat og professionelt. Bagsiden er så, at jeg kan have det lidt svært med personer, der ikke har de samme værdier. Dér har jeg så lært, at jeg skal have lidt tålmodighed, selvom det ikke er det, jeg er mest kendt for.

6

Hvad har været din største faglige aha-oplevelse?

Det er ikke alle mennesker, der har behov for at udvikle sig og tilegne sig ny viden.

Nogle gange har jeg ønsket, at ”plejer” var død, men omvendt har jeg også respekt for forskelligheden. Jeg kan dog godt ærgre mig over, at nogle medarbejdere som udgangspunkt ikke mener, at de har behov for udvikling – for hvis vi kan udvikle på en proces/person og dermed blive bedre, hvorfor så ikke gøre det? Viden og informationer er essentielt i indkøbsfunktionen og Supply Chain, men der er mange, der ikke forstår vigtigheden af at dele viden med andre – og det er nok kommet lidt bag på mig.

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7

Hvad er et godt arbejdsmiljø for dig?

Det er et sted, hvor man føler sig tryg og kan sige sin mening, samtidig med at man kan udvikle sig. Der skal være en uformel stemning og plads til humor. Der er plads til at være kreativ, og det skal forventes, at man tænker ud af boksen, og samtidig skal man have ambitiøse mål. Fine titler og stilstand er ikke meget værd, hvis der ikke er faglighed og handling bagved.

8

Hvad karakteriserer en dygtig leder?

En dygtig leder formår at gøre medarbejderne bedre og skaber plads, rum og frihed. Man skal ikke give medarbejdere opgaver og fortælle dem, hvordan de skal løse dem – det skal de selv finde ud af. De får målet, men vejen derhen må de selv finde frem til, og det giver også en større motivation. Den gode leder giver altså plads til, at medarbejderne kan bruge deres evner. Derudover besidder en dygtig leder evnen til at se fremad og turde tage chancer.

9

Hvordan motiverer du dine medarbejdere?

Det gør jeg ved at få skabt en fælles referenceramme og synlige mål. Jeg har altid arbejdet meget med at forventningsafstemme – vi er jo ikke ens, og derfor er det vigtigt at være i en løbende åben dialog. Jeg er åben i min kommunikation, så folk altid ved, hvor de har mig. Når jeg ansætter nye medarbejdere, lægger jeg vægt på, om de har lyst til at arbejde sammen med lige præcis mig – for personlighed tæller altså ofte mere end kvalifikationer.

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10

Hvordan bruger du dit netværk?

Jeg bruger mit netværk så meget som overhovedet muligt. Jeg har et stort netværk på tværs af alder, baggrund, køn og kultur. Gennem DILF har jeg mødt mange interessante profiler ved konferencer, kurser og netværksgrupper, og jeg føler mig meget privilegeret at have fået mulighed for netop det.

11

Hvilke udfordringer står din virksomhed over for i de kommende år?

Danfoss forsøger som mange andre virksomheder at holde omkostningerne nede og skabe øget værdi. Supply Chain og indkøb er vigtige spillere for, at det kan lykkes. Vi arbejder hos Danfoss på tværs af forsyningskæden, hvilket jeg er meget begejstret for.

12

Hvad, tror du, bliver det vigtigste på agendaen inden for indirekte indkøb i fremtiden?

Generelt har mange virksomheder styr på deres spend af direkte varer, men mange mellemstore og mindre virksomheder er nødt til at få formaliseret og kategoriseret de indirekte varer. Mange steder bliver der købt for rigtig mange penge hos leverandører, hvor der ikke er aftaler. Det er ved at gå op for mange ledelser, at der inden for indirekte indkøb bliver brugt rigtig mange penge, og det kan efter min opfattelse kun ændres for langsomt. Det er vigtigt, at indkøbsfunktionen er med inde over spend på indirekte indkøb og i samarbejde med deres kollegaer/kunden får lavet budgetter og behovsanalyser. Derefter kan man få de gode aftaler i hus. Det er efter min opfattelse fejlagtigt at tro, at det skaber en større arbejdsglæde, hvis medarbejdere f.eks. frit kan vælge mellem alle computerleverandører. Det vigtigste inden for indirekte indkøb bliver at få digitaliseret hele fremskaffelsesprocessen og få udviklet enkle IT-platforme, der kan være med til at skabe overblik over vareforbrug. /

aktivitetskalender ARRANGEMENTSTYPE

STED

09. MARTS

PRIS MEDLEM (EKSKL. MOMS)

PRIS IKKE-MEDLEM (EKSKL. MOMS)

Forøg værdiskabelsen og besparelserne via Supplier Relationship Management Temadag

København

995

2500

Kolding

3975

5475

København

1800

04. APRIL Lager 2017 Konference

25. APRIL Digital Supply Chain Temadag

13. JUNI Value Based Procurement Conference

Copenhagen

3975

København

3975

Copenhagen

3975

Copenhagen

3975

12. SEPTEMBER Supply Chain Konference

27. SEPTEMBER Procurement 2017 Conference

15. NOVEMBER Planning 2017 Conference

Du kan læse mere om arrangementerne og tilmelde dig på www.dilf.dk Der tages forbehold for ændringer.

DILForientering FEBRUAR 2017 ÅRGANG 54 71

nye medlemmer Head of Strategy & Transformation Per Magnus Hammer, A.P. Møller-Mærsk A/S Head of Indirect Søren K. Jensen, A.P. Møller-Mærsk A/S Chefkonsulent Søren Hyre-Fenneberg, A-2 A/S Procurement Manager Thomas Juuel Nielsen, Alfa Laval Copenhagen A/S Strategic Buyer Vagn Haagen Petersen, Alfa Laval Copenhagen A/S Global Sourcing Manager Inger Bygum, Alfa Laval Kolding A/S Vice President, Corporate Procurement Steen A. Rasmussen, Ambu A/S Adm. Director Global Corporporate Procurement Rasmus Fuglsig, American Express Services Europe Limited Branch Supply Chain Director Martin Thuesen Nielsen, BEUMER Group A/S Strategic Procurement Manager Stefan Lykke Petersen, BEUMER Group A/S Senior Buyer Christina Hilmar, Biogen (Denmark) Manufacturing ApS Managing Director Gustaf Sandahl, BITO Lagerteknik A/S Indkøbsassistent Rikke Moselund Andreasen, Brøndum A/S Indkøber Rune Nørgaard Christensen, Brøndum A/S Sales Manager Torben Frydensberg, Consafe Logistics A/S Commodity Manager Karin Skov Laursen, Dako Denmark A/S

72

Global Head of CVM & SACM Betty Dubus, Damco International B.V Sourcing Director Jesper Kraft Jensen, DAN-FOAM A/S Warehouse & Distribution Consultant Henrik Rosendahl Laursen, Danfoss Distribution Services A/S

Fuldmægtig Christina Lænsø Winther, Forsvarets Material- og Indkøbsstyrelse Tactical Purchaser Gitte Agnsgaard, Foss Analytical A/S Tactical Purchaser Malene Nielsen, Foss Analytical A/S

Warehouse & Distribution Consultant Kristian Chu, Danfoss Distribution Services A/S

Logistic coordinator Betina Holm, Fritz Schur Energy A/S

Group Purchaser Kim Guldahl Andersen, Danish Crown A/S

Indkøber Mogens Grønsted, G4S Security Services A/S

Warehouse Supervisor & Purchaser Mark Taxgaard, Dansac A/S Senior Procurement Consultant Albena Taseva, Deloitte Statsautoriseret Revisionspartnerselskab Project Manager Birgitte Sharif, DGS Denmark A/S Indkøber Brian Olsen, DONG Energy Thermal Power A/S Lager- og Facilitykoordinator Ivan Møller Nielsen, DONG Energy Thermal Power A/S Senior Contract Manager Anders Hansen, DONG Energy Wind Power A/S Senior Contract Manager Jesper V. Poulsen, DONG Energy Wind Power A/S Director Maria Lindhoff Kjær, DONG Energy Wind Power A/S Chef, Indkøb & Logistik Henrik Holst Hansen, Eniig Forsyning A/S Indkøber Pia Jensen, Eniig Forsyning A/S Logistikkoordinator René Kirkegaard Würth, Eniig Forsyning A/S Account Supply Responsible Michael Brandt, Ericsson Danmark A/S

DILForientering FEBRUAR 2017 ÅRGANG 54

Category Manager Kasper Rafn, H. Lundbeck A/S Konsulent Anette Eghoff, Holbæk Kommune Head of Sales - Europe Sujay Dutta, IBX Group AB Procurement Analyst Iqrah Afzal, Icopal a/s Director Kristian Filstrup, Implement Consulting Group Strategic Buyer Martin Bruun Kristensen, Jysk Fynske Medier P/S Replenishment Team Lead Flemming Søvig, Mediq Danmark A/S Teknisk indkøber Jesper Skov, NKT Photonics A/S Facility Coordinator Carsten Cranwikt, Nordic Sugar A/S Category Manager Lars Kjær Johansen, Nordic Sugar A/S Indkøber Lone Gonge, Nordic Sugar A/S Senior Contract Manager Carsten C. Petersen, Novozymes A/S Category Manager Palle Stæckmann, Novozymes A/S Strategic Buyer Direct Karen Jacobsen, Radiometer Medical ApS

Strategic Buyer Indirect Michael Winkelmann, Radiometer Medical ApS

Strategisk Indkøber Klavs F. Jørgensen, SEAS-NVE Holding A/S

Sektionsleder Pia Susanne Nordblom, Region Hovedstaden - Logistik & Forsyning

Koncernindkøber Ann-Charlotte Hviid, Slots- og Kulturstyrelsen

Category Manager Christina Fürstling, Unomedical a/s, a ConvaTec Company Lead Buyer Morten Møller Christensen, VELUX A/S

Teamleder Tom Jensen, Region Hovedstaden - Logistik & Forsyning

Sourcing Konsulent Jesper Nielsen, TDC A/S - Procurement & Facility Management

Strategic Sourcing & Supply Chain Manager Kevin Van den Bergh, Riemann A/S

Proces Konsulent Tenna Kristensen Holm, TDC A/S - Procurement & Facility Management

Sales and Account Manager Geert Verhoeven, Wolter Kluwer Transport Services NV

Vice President, Group Operations Bjørn Rici Andersen, ROCKWOOL International A/S

Director, Sourcing & Procurement Peter Bisgaard Jensen, Terma A/S

Studerende Asger Nielsen

Produkt og Kvalitetsingeniør Bianca Marie Lauridsen, Sanistål A/S

Senior Procurement Agent Tobias Lehmann, Terma A/S

Studerende Lene Erichsen

Indkøbschef Bo Nielsen, Sanistål A/S

Teamlead planlægning Henrik Olsen, Toms Gruppen A/S

Category Director, Blade Ole Salkvist Olesen, Vestas Wind Systems A/S

Studerende Lars Mikael Andersen Studerende Maria Do Studerende Nataliya Hernandez Gorrin Studerende Renata da Silva

DILF indkalder til

den 55. generalforsamling Den 15. maj 2017 kl. 16.00 DILF, Vesterbrogade 149, bygning 6, 2. sal, 1620 København V

Tilmelding

Sidste frist for tilmelding til generalforsamlingen er mandag den 1. maj 2017.

Tilmelding kan ske via mail@dilf.dk

Dagsorden

1. Valg af dirigent 2. Beretning for det forløbne år 3. Forelæggelse af det reviderede regnskab for det forløbne år 4. Indkomne forslag 5. Forelæggelse af forslag til budget for 2017 6. Valg af bestyrelse: ❙ Anders Høeg, formand - accepterer genvalg ❙ Niels Søgaard, direktør Danfiber A/S - accepterer genvalg 7. Valg af revisor. Bestyrelsen foreslår genvalg af statsautoriseret revisor peter S. Clausen, Christensen Kjærulff, statsautoriseret revisionsaktieselskab 8. Eventuelt

DILForientering FEBRUAR 2017 ÅRGANG 54 73

Commodity Market Knowledge Kairos Commodities provides reliable online analysis and forecast of commodities and currencies to leading global companies. www.kairoscommodities.com

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