DILForientering_17-3

orientering NR 3 · SEPTEMBER 2017 · ÅRGANG 54

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THE REINVENTION OF PROCUREMENT S.

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SRM Supplier relationship management and why it is important

SCM The Gartner Supply Chain Top 25 – de tre tendenser og et dansk perspektiv

PLANLÆGNING Sådan påvirker digitaliseringen S&OP - DEL 2

INDHOLD

s.46 Bogudgivelse: Ny bog fra det danske supply chain panel

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SRM · THE DANISH SUPPLY CHAIN PANEL · Supplier relationship management is important for competitiveness but it is difficult to measure its hard benefits

by Jan Stentoft and Christopher Rajkumar, University of Southern Denmark

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Interview: Mød Martin Bjørn Christensen fra Takeda A/S

s.18

SCM · ARTIKEL · The Gartner Supply Chain Top 25 – de tre tendenser og et dansk perspektiv

af Natascha Helverskov Jørgensen, DILF s.24

PLANLÆGNING · ARTIKEL · ”Det er utroligt, hvor langt man kan komme ved blot at begynde at tale sammen”

af Jan Stentoft, Syddansk universitet s.28

s.42

INDKØB · MÅNEDENS ARTIKEL · The reinvention of procurement

by Jonathan Hughes and Danny Ertel, Vantage Partners

INDKØB · CASE · Coming of age – AFGA’s journey to a mature digital procurement organisation

by BravoSolution s.46

SCM · BOGUDGIVELSE · Ny bog fra det danske supply chain panel

af Jan Stentoft, Syddansk universitet s.48

PLANLÆGNING · ARTIKEL · Sådan påvirker digitalisering S&OP – DEL 2

af Henrik Knak, Syncronic s.54

s.56

s.56 2

Artikel: Hvordan står det egentlig til med indkøbsafdelingerne i 2017?

DILForientering APRIL 2017 ÅRGANG 54

I NDKØB · INTERVIEW · 7 skarpe til Martin Bjørn Christensen af Natascha Helverskov Jørgensen, DILF

INDKØB · ARTIKEL · The state of the CPO in 2017

by Andrew Bartonlini, Ardent Partners

DET FASTE

s.4 Leder

s.38 Kursusoversigt

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s.65

s.6 Opslagstavlen

Kort nyt

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Nye medlemmer Arrangementskalender

KONFERENCE 12. september, København

SUPPLY CHAIN 2017 Program: • “Supply Chain Management i Universal Robots” - Universal Robots • “Klædt på til succesfuld supply chaintransformation og professionalisering i SMV “ - Kentaur • “Fra retail til omni-channel” - Sportmaster • “Rejsen fra mindre teknologivirksomhed til verdens førende” - Gram Equipment Capability building

Capability building

Capability building

leder

LEDER

Anders Høeg formand for DILF

NÅR BLADENE FALDER Efteråret er lige rundt om hjørnet, og et tydeligt årstidsskifte nærmer sig. Samme tydelige skifte ser vi inden for DILFs fagområder; indkøb og SCM. Digitaliseringen kommer til - massivt og meget hurtigere end de fleste drømmer om - at gennemsyre hele forsyningskæden, lige som mere kollaborative samarbejdsformer udvikles såvel upstream som downstream. Husqvarna præsenterede sine initiativer og hidtil høstede gevinster på indkøbssiden på DILFkonferencen Value based procurement. En på alle måder imponerende præstation som virkelig mange virksomheder kunne lade sig inspirere af.

Som altid har vi et meget tæt pakket program med kurser, konferencer og netværksmøder, og vi ved, at vores medlemmer har travlt – men få nu udnyttet de mange tilbud, få inspiration, ideer og nye kompetencer til gavn for såvel din organisation som dig selv.

DILForientering

I denne udgave af DILForientering bringer vi en artikel om Gartners top 25-liste. Her er omdrejningspunktet særligt tre fremtrædende tendenser, nemlig digitalisering af supply chain, en omstillingsparat supply chain og bæredygtighed i forhold til supply chain – både rent klimamæssigt, men også menneskeligt. Desuden handler The Danish Supply Chain Panels artikel om SRM – hvorfor det er vigtigt, selvom det er svært at måle ”hårde resultater”.

Endvidere bringer vi en artikel, der handler om digitaliseringens indflydelse på S&OP, og månedens artikel hedder ”The reinvention of procurement”, og handler om, at der må foretages et paradigmeskift i procurement-funktionen for at optimere udbyttet.

God læselyst!

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), Natascha Helverskov Jørgensen Grafisk tilrettelæggelse: Katrine Juel Tødsø (Antracit), Josephine Flohr Falberg, Sarah Louise Schøne (support, DILF) Annoncer: Kontakt Mie Holm Christensen på tlf. 3326 9785 eller mc@dilf.dk, www.dilf.dk ISSN: 1600-2873 Forside­illustration: Shutterstock.com Deadline for næste nummer: 4. oktober Næste nummer udkommer: 20. november. 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 SEPTEMBER 2017 ÅRGANG 54

NY UDDANNELSE

SUPPLIER RELATIONSHIP MANAGEMENT

UDDANNELSE & CERTIFICERING

DILF lancerer en ny sammenhængende SRM-uddannelse, hvor deltagerne får adgang til den bedste og nyeste-forskning og praksis inden for SRM. Uddannelsen er et action learning forløb, hvor deltagerne kommer gennem hele processen; fra analyse af eksisterende relationer over gensidig potentialeafdækning til udarbejdelse af konkret strategi og handlingsplan for en selvvalgt relation.

Moduler: Dag 1: Introduktion og mapping af kontekst Dag 2: Afdækning af potentiale i form af værdi Dag 3: Opbygning af business case Dag 4: Stakeholder management og internt og eksternt salg af business case Dag 5: Eksekvering og udrulning af initiativer Dag 6: Afsluttende eksamen /challenge session

Pris for medlemmer inkl. certificering: kr. 25.000,- ex moms Første hold starter d. 5. oktober 2017 i Middelfart Læs mere på www.dilf.dk eller kontakt sekretariatet på tlf. 3321 1666 Capability building

opslagstavlen

CATEGORY MANAGEMENTUDDANNELSEN

NYE MEDARBEJDERE

120 personer har allerede deltaget på vores uddannelse og er nu certificeret i Category Management.

Du kan stadig nå at tilmelde dig Hold 9, som starter d. 28. september 2017.

SUPPLIER RELATIONSHIP MANAGEMENT-UDDANNELSEN Har du allerede gennemført DILFs Category Management-uddannelse? Så kunne du måske være interesseret i DILFs SRM-uddannelse.

Supplier Relationship Management-uddannelsen er nemlig den naturlige fortsættelse for de virksomheder, der har opnået en vis modenhed inden for sourcing-området i deres bestræbelser på at implementere Category Management. Uddannelsen starter d. 5. oktober 2017.

KURSER OG UDDANNELSE 2018 Kursusplanlægningen for 2018 er allerede i gang.

Hvis du har forslag eller ønsker til nye kurser, hører vi meget gerne fra dig.

Kontakt DILFs sekretariat på telefon 33 21 16 66 eller på e-mail: mail@dilf.dk

HAR DU SET VORES KURSUS- OG UDDANNELSESKATALOG? Cap abil

Cap abil

Cap abil

Cap abil

Cap abil

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KURS E UDD R & ANN ELSE 2017

Karoline Bliesmann Aastrup Petersen er 22 år og er blevet ansat som redaktør på DILFs nyhedsbrev per juli 2017. Hun studerer kommunikation og digitale medier på Aalborg universitet, København.

Sarah Louise Schøne er 25 år og er blevet ansat som layoutdesigner hos DILF per april 2017.

Hun studerer PBA Design & Business på KEA, linjen Brand design (INT).

FAGLIG FORKÆLELSE 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.

1. ”Disruptive procurement: reinventing and transforming the procurement function” (www.atkearney.dk) 2. “The five secrets of supplier relationship management” (www.cips.org) 3. “Ten Steps to Designing an Effective Supplier Relationship Management Program” (www.supplychainbrain.com)

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DILForientering SEPTEMBER 2017 ÅRGANG 54

4. “The seven critical steps to successful warehouse automation” (www.transportdistributioneurope.com) 5. “How New Managers Can Send the Right Leadership Signals” (www.hbr.org)

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. 25.000,- ex moms Næste hold starter d. 28. september 2017 i Middelfart Læs mere på www.dilf.dk eller kontakt sekretariatet på tlf. 3321 1666 Capability building

kort nyt

FEM TENDENSER FOR FREMTIDENS PRODUKTION

KLIMAINDSATS FORTSÆTTER PÅ TRODS AF PRÆSIDENT TRUMPS UDMELDINGER

En ny industriel revolution, Industry 4.0, er undervejs og består blandt andet af udvikling inden for områder som kunstig intelligens (AI), robotteknologi og the Internet of Things (IoT). Denne kommende revolution betyder, at produktion, som vi kender det, må udvikle sig i fem dimensioner.

Amerikanske virksomheder fortsætter klimavenlige initiativer på trods af præsident Trumps løfte om at trække USA ud af klimaaftalen fra Paris. Et tydeligt eksempel på virksomhedernes holdning er Jeffrey Immelt, CEO ved General Electric, som har tweetet: ”Industry must now lead and not depend on government”.

Læs artiklen ‘Five Trends for The Future Of Manufacturing’ på: www.manufacturing.net

Læs artiklen ’Supply Chains Double Down on Climate Change‘ på: www.indboundlogistics.com

ET KIG I KRYSTALKUGLEN: TRE TEKNOLOGIER DU SKAL TIL AT TAGE ALVORLIGT Robotteknologi, 3D-print og datadrevet procesoptimering. Udviklingen af disse tre teknologier forløber med høj hastighed, og deres indflydelse på fremtidens måde at drive forretning på er ikke til at komme uden om. I denne artikel fra Dansk Industri udtaler professor Jan Damsgaard fra CBS blandt andet: ”Vi står overfor et paradigmeskifte med enorme konsekvenser.”

Læs artiklen ’Et kig i krystalkuglen: Tre teknologier du skal tage alvorligt’ på: www.di.dk

HVILKE PERSONLIGHEDSTRÆK HAR DEN GODE FORHANDLER? Der findes hundredvis af bøger om forhandlingsstrategier, men det meste af det, man kan lære af dem, er svært at aktualisere i konkrete forhandlingssituationer. En anden og mere anvendelig tilgang er en undersøgelse af sine personlighedstræk. Det viser sig nemlig, at mennesker med en høj følelsesmæssig intelligens (EQ) såvel som en høj kognitiv intelligens (IQ) har større succes ved forhandlingsbordet.

Læs artiklen ‘The Personality Traits of Good Negotiators’ på: www.hbr.org

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DILForientering SEPTEMBER 2017 ÅRGANG 54

HVORDAN SIKRER MAN SIG BEDST MOD HACKERE IFØLGE HACKERNE SELV? Ifølge en rundspørge blandt 250 hackere, der deltog i sommerens årlige Black Hat-hackerkonference i Las Vegas, er svaret multi-faktor validering og kryptering; hele 38 % pegede nemlig på denne sikkerhedsforanstaltning. Desuden mener hele 85 % af de 250 hackere, at menneskelige fejl udgør den største it-risiko for virksomheder.

Læs artiklen ’Disse sikkerhedsteknologier volder hackerne størst problemer’ på: www.computerworld.dk

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

THE DANISH SUPPLY CHAIN PANEL SURVEYS OF 2017: 1. Digitalization in the supply chain 2. Supplier relationship management 3. Supply chain visibility and mindset 4. Cost to serve

SUPPLIER RELATIONSHIP MANAGEMENT IS IMPORTANT FOR COMPETITIVENESS BUT IT IS DIFFICULT TO MEASURE ITS HARD BENEFITS DILF and researchers from the Department of Entrepreneurship and Relationship Management at SDU in Kolding conduct for the sixth year a number of mini surveys focusing on different supply chain management issues. Respondents to these mini-surveys are voluntary senior managers from various Danish companies represented as the Danish Supply Chain Panel. This article presents the results of a mini survey which focuses on supplier relationship management.

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DET KAN DU LÆSE OM

BY JAN STENTOFT, PROFESSOR AT DEPARTMENT OF ENTREPRENEURSHIP AND RELATIONSHIP MANAGEMENT, UNIVERSITY OF SOUTHERN DENMARK AND ASSOCIATE PARTNER AT 4IMPROVE AND CHRISTOPHER RAJKUMAR, PHD, SCIENTIFIC ASSISTANT AT DEPARTMENT OF ENTREPRENEURSHIP AND RELATIONSHIP MANAGEMENT, UNIVERSITY OF SOUTHERN DENMARK

“…You will never become strong unless you have a strong supplier network” Firms are becoming increasingly aware that they cannot execute all activities solely, and that they must collaborate as well as involve their supplier network to sustain their competitive advantage. In addition, the complexity of the products, processes and/or services along with the expectations of the customers have significantly increased; this in turn has led firms to rely more on their supplier network. Furthermore, a high percentage of value-addition is done outside the buying firm and the suppliers are playing a significant role in developing products/processes/services.

To put it simple, you will never become strong unless you have a strong supplier network. Therefore, it is very important that firms identify the right suppliers who are capable and willing to participate in their efforts and subsequently involve them actively as well as

❙❙ Hvorfor du aldrig bliver aldrig stærk, medmindre du har et stærkt forsyningsnetværk ❙❙ Virksomheders syn på, forståelse af og praktiske tiltag omkring SRM ❙❙ Hvilke barrierer, der modvirker en større investering i SRM

strategically in order to develop new products, processes and/or services of the next generation. For this reason, the sourcing function should be strategic in nature so as to understand the overall goals of the firm, identifying the right suppliers, involving and evaluating the supplier network, and, ultimately, help firms in achieving sustainable competitive advantage along with their supplier partners. Alternatively, given that not all suppliers are capable of being a strategic partner, the sourcing function should redirect their focus from being a simple traditional routine towards being more strategic in identifying and bringing in appropriate suppliers so as to enable strategic collaboration.

SRM – a value-added function Supplier relationship management (SRM) is of course not a new paradigm; however, it has at all times remained embedded within the sourcing function. SRM is a systematic management of relationships among the buying firms and their supplier network.

In general, it is more about coordination of activities, collaboration and knowledge shar-

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 DILForientering SEPTEMBER 2017 ÅRGANG 54 11

PERCEIVED RELEVANCE OF SRM AND ITS CURRENT STATUS

IS A SPECIAL MODEL/METHODOLOGY USED IN THE SRM WORK? 20 %

To which degree is the theme of Supplier Relationship Management relevant for your company?

3,72

To which degree does your company formally work with Supplier Relationship Management?

2,80

1

2

Likert scale 3

4

5

80 %

Yes No

Figure 1. S ource: The Danish Supply Chain Panel

Figure 2. Source: The Danish Supply Chain Panel

ing between the focal firm and their suppliers. SRM deals with (1) the assessment of supplier’s capabilities in view of the firm’s overall business strategy, (2) decision on the activities to engage in with various suppliers as well as organization, and (3) execution of all interactions with supplier network to increase the value realized through the collaboration. Accordingly, SRM will indeed have a major impact on overall performance as well as in achieving sustainable competitive advantage. On the whole, SRM is a value-added function that helps in developing collaborative benefits along with the supplier network through a more strategically focused sourcing function.

Figure 1 that even though the firms recognize the relevance of SRM (a share of 3.72); they are not formally/actively practicing supplier relationship management (a share of 2.80). Therefore, there is certainly a gap between the perceived relevance and the actual practice of SRM.

This article attempts to shed some light on the understanding, importance and practice of supplier relationship management among firms based on the results of the mini-survey of The Danish Supply Chain Panel. In addition, this article also examines a) the perceived relevance and current status of SRM; b) whether there is a special model/methodology for SRM; c) the degree of ability in measuring hard benefits of SRM efforts; d) the major barriers for working with SRM.

Perceived relevance vs. actual practice To envision the practice of SRM, the respondents were asked to which degree their companies understand the relevance of SRM and formally work with SRM. They were asked to provide their answers on a Likert scale of 1 (to a very low degree) to 5 (to a very high degree). It is evident from 12

DILForientering SEPTEMBER 2017 ÅRGANG 54

An effective practice of SRM will lead to long-term supplier relationship, and it is important for the sourcing department to be responsible for SRM within each organization to not only understand the importance and benefits of SRM, but also to actively practice SRM.

Few firms use a special model for SRM work The respondents were asked whether their firms have any special model/methodology for working with SRM (e.g. a segmentation model as Kraljic, 1983); the results (see Figure 2) clearly indicate that they do not practice any distinctive model or methodology for working with SRM (80 % of the respondents). On the contrary, there are very few firms (20 % of the respondents) following a special model or methodology for working with SRM. This could be an indication that in the future more firms might be using a formalized model or methodology for working with SRM. The benefit of using a specific model and/or methodology is that it can help structuring the work. Respondents who have answered ‘yes’ were provided with an option to mention the models or methodologies used by their firms. Some of the models or methodologies mentioned by the respondents were:

❙❙ Global sourcing model within our corporation

Reported practices used to measure the hard benefits of SRM

❙❙ Home made

❙❙ Excel sheets

❙❙ Microsoft XRM ❙❙ A combination of more models giving a company specific approach ❙❙ Kraljic's segmentation model as a basis for a differentiated approach to SRM ❙❙ Structured supplier evaluation Furthermore, among the ten respondents who have mentioned that their firms follow the Kraljic’s segmentation model, six respondents indicated that they use this segmentation model at the supplier level, one respondent indicated that they use it at the item level and three respondents indicated that they use it at both the supplier and the item level.

Challenges measuring the hard benefits

❙❙ Lead-times ❙❙ Daily service ❙❙ Measured through stable supply, fast responses from suppliers as well as successful strategy-execution and constant “costout” benefits ❙❙ Manual list of delivery performance ❙❙ OTIF and cost ❙❙ Subjective evaluation on supplier/item based on six criteria, which are weighted among each other: price highest, cost reduction, delivery performance, product quality, dialogue, knowledge sharing ❙❙ Measuring the percentage of total spend which originates from strategic suppliers ❙❙ NWC ❙❙ Money, supply ability, quality ❙❙ Change in supplier quality and delivery performance

The respondents were asked to what extent their firms have the ability to measure the benefits of SRM efforts; from Figure 3, it is evident that they do not have adequate ability to measure the benefits of their SRM efforts (a share of 2.28). While it could be assumed that firms do understand the importance of evaluating the benefits of their hard efforts taken towards SRM, they might not have the appropriate capability in measuring the hard benefits of SRM efforts.

❙❙ Change in estimated total cost of ownership

Firms need to realize that it is important to have adequate abilities to measure the benefits of their hard work in order to appreciate their efforts as well as to continuously sustain their performances. Some of the practices that are used to measure the hard benefits are:

❙❙ Controlled price management

❙❙ Delivery performance, logistical costs, different performance measures ❙❙ Supplier performance on delivery, quality and financial risk ❙❙ Measured by subjective criteria ❙❙ Follow up on delivery security - development in bonus - price benchmark ❙❙ We perform supplier audits

❙❙ Direct, easy and quick communication ❙❙ Ongoing development of working procedures ❙❙ Number of meetings with suppliers, orders placed, and claims

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DILForientering SEPTEMBER 2017 ÅRGANG 54 13

DEGREE OF ABILITY TO MEASURE HARD BENEFITS OF SRM EFFORTS

DEGREE OF PURSUING VARIOUS SRM PRACTICES We work differently (conscious about the time used and to which purpose) with our suppliers depending on which segment they do belong to (e.g. standard (armslength), bottleneck, leverage and partnership-like)

To which degree are you able to measure the hard benefits of your work with Supplier Relationship Management?

2,28

1

Likert scale 3

2

4

5

3,08

We approach our suppliers differently based on a structured segmentation of suppliers

2,90

With selected suppliers we consciously are doing supplier development efforts

2,90

With selected suppliers we consciously are doing joint product development projects (early supplier involvement)

2,90

We operate with a differentiated / different degrees of information management with our suppliers

2,70

We make performance evaluations of our suppliers differently depending on the form of relationship we have with them

2,60

We make differentiated supplier risk management in relation to our SRM efforts

Figure 3. S ource: The Danish Supply Chain Panel

2,58

We operate with a conscious plan for terminating supplier relationships

2,24

We work proactively with stakeholder management as an integrated element in our SRM efforts

2,22

We systematically analyze how our suppliers view us from a relationshipmanagement perspective (e.g. how attractive are we for our suppliers?)

We systematically measure the value of our SRM efforts

Not enough focus on the importance of SRM among the top management To understand the picture concerning the organizational understanding of SRM, the respondents were asked to which extent the top management has focus on the importance of SRM and the work on whether SRM is understood as well as respected within their firms. Figure 4 clearly indicates that the top management does not focus much on the strategic importance of SRM (a share of 2.68) and the other functions within the organization do not understand nor respect the work done towards developing SRM. It is important that the top management team should have a focus on the importance of SRM and support their firms in taking new initiatives towards the effective practice of SRM. On the other hand, even the other functions within the organization should understand the strategic importance of SRM in order to respect as well as support the effective practice of SRM so as to increase the strategic collaboration with their supplier network.

ORGANIZATIONAL UNDERSTANDING OF SRM To which degree does top management in your organization have the necessary focus of the strategic importance of Supplier Relationship Management?

2,68

To which degree is the work on Supplier Relationship Management understood and respected from other functions in your organization?

2,58

1

2

Likert scale 3

4

Figure 4. S ource: The Danish Supply Chain Panel

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DILForientering SEPTEMBER 2017 ÅRGANG 54

5

2,16 2,12

Our top management is proactively demanding an overview of our company’s portfolio of SRM

2,10

Our product development function is proactively demanding an overview of our company’s portfolio of SRM

2,04

Our finance department is proactively demanding an overview of our company’s portfolio of SRM

1,74

Our sales department is proactively demanding an overview of our company’s portfolio of SRM

1,74

1

2

Likert scale 3

4

5

Figure 5. Source: The Danish Supply Chain Panel

‘Working differently’ is the main way of pursuing SRM practices The respondents were asked to what degree they pursue various SRM practices, and were provided with a list of various SRM practices. From Figure 5, it is evident that firms to a great extent work differently (conscious about the time and purpose) with their suppliers depending on the segmentation, for instance, standard (armslength), bottleneck, leverage and partnership-like (a share of 3.08). Some of the respondents indicated that they approach their suppliers differently based on a structured segmentation of suppliers (a share of 2.90). In addition, respondents indicated that to an extent firms are working with selected suppliers with whom they consciously accomplish supplier development efforts and cooperative product development projects (a share of 2.90). Apart from these practices, some of the respondents indicated that to some extent firms are evaluating the performance of their suppliers depending on the relationship (a share of 2.60), managing supplier risk management profile in relation to SRM efforts (a share of 2.58).

FREQUENCY OF UPDATING THE SRM CLASSIFICATIONS 20 %

8% Continuously Every 1/2 year Every year

48 %

There is more than a year between

24 %

Figure 6. S ource: The Danish Supply Chain Panel

MAIN BARRIERS FOR WORKING WITH SRM (THE RESPONDENTS HAVE EACH MARKED 3) Lack of time (more focus on daily operations) Lack of methods to make the benefit visible

70 % 38 % 28 %

Lack of appropriate performance measures Too much silo mentality

24 %

Lack of internal competencies

24 %

Lack of top management focus/attention

24 %

Lack of alignment between corporate strategy and the sourcing strategy High complexity in our supply chain

22 % 18 % 16 %

Lack of technological capabilities

No standard time in updating SRM classifications The respondents were asked to what extent their firms update the SRM classifications; the results (see Figure 6) clearly indicate that 48 % of the firms are updating only after one or two years, 24 % of the firms are updating every year, and 8 % of the firms are updating every six months. On the other hand, 20 % of the firms are continuously updating the SRM classification.

This result obviously conveys that firms do not follow a standard time interval in updating the SRM classifications. However, firms are operating in industries with different clock speeds which might result in different demands on updating the SRM classifications.

Almost a third do not recognize the supplier network’s ability of value addition The respondents were also asked to what extent the value addition service is sourced from their supplier network. It is evident from Figure 7 that among 50 respondents, ten respondents indicated that 0-20 % of PERCENTAGE OF VALUE ADDED SOURCED FROM THE SUPPLIER NETWORK 18

16

16 14 12 10

10

8

7 6

6

5

6

4 2 0 0-20 %

21-40 % 41-60 % 61-80 % >80 % Not applicable (N/A)

Figure 7. Source: The Danish Supply Chain Panel

Other

14 %

Too poor master data

12 %

Internal rivalry between business functions Lack of economical/financial resources

0%

8% 2%

10%

20%

30%

40%

50%

60%

70%

80%

Figure 8. Source: The Danish Supply Chain Panel

the value addition, six respondents indicated that 21-40 % of the value addition, five respondents indicated that 41-60 % of the value addition, seven respondents indicated that 61-80 % of the value addition, and six respondents indicated that more than 80 % of the value addition is sourced from the supplier network. On the other hand, it is surprising that almost 16 respondents indicated that they do not have any knowledge about such a concept.

Main barriers: 70 % of the respondents point to a lack of time The respondents were provided with a list of barriers and asked to evaluate the relevancy of barriers for working with SRM. It is evident from Figure 8 that lack of time (more focus on daily operations) is the topmost barrier for working with SRM (70 % of the respondents). The second topmost barrier for working with SRM is lack of methods to make the benefits visible (38 % of the respondents) and the third topmost barrier for working with SRM is lack of appropriate performance measures (28 % of the respondents). In addition, 24 % of the respondents indicated that too much silo mentality, lack of internal competencies and lack of management focus/attention are further barriers for working with SRM. Some of the respondents (22 %) also  DILForientering SEPTEMBER 2017 ÅRGANG 54 15

indicated that the lack of alignment among corporate strategy and sourcing strategy is a potential barrier for working with SRM. The ‘other’ barriers, mentioned by the respondents, for working with SRM include: ❙❙ Establishing a shared holistic view of the entire value chain ❙❙ Other projects prioritized ❙❙ Onboard internal stakeholders

Conclusion This mini-survey has focused on an important theme of SRM. The data reveals that the panel members do find SRM relevant, but also that they only practice it to some degree (with an average score on 2.80).

Moreover, only 20 % work with a special SRM model or methodology indicating a need for a more structured SRM approach among the panel members. An interesting finding is, that although SRM is playing a major role for companies’ competitiveness, the panel members find it hard to measure the SRM effort into hard benefits. This also indicates a development area, which in turn also could lead to a higher degree of

16

DILForientering SEPTEMBER 2017 ÅRGANG 54

top management awareness when one can document that SRM does pay off! The data also shows that SRM is not well understood by other functions in the company which indicates a need for internal marketing efforts to promote SRM. Main SRM practices are listed as differentiated approach towards suppliers, supplier development and joint product development. Almost half of the respondents update their SRM classifications with more than two years intervals. Finally, main barriers for working with SRM are reported as lack of time, lack of methods and lack of appropriate performance measures.

We do hope that this mini-survey can help stimulating discussions on the status of SRM in your company. Are you at the right level, and if not, what should you do about it? / References: Kraljic, P. (1983), "Purchasing Must Become Supply Management", Harvard Business Review, Vol. 61 No 5, pp. 109-117.

Det Danske Supply Chain Panel – vil du sidde med?

Ledende SCM -folk fra mere end 100 virksomh eder sidder i år me di Det Danske Supply Chain Panel!

Hvem sidder i panelet?

Panelet er for ledende SCM-folk og er gratis at sidde med i.

Mere end 100 virksomheder har i 2013, 2014, 2015 og 2016 siddet med i Det Danske Supply Chain Panel, og vi håber på endnu flere i 2017!

Hvad går det ud på?

Med panelet undersøger vi nogle af de udfordringer, som danske virksomheder sidder med inden for supply chain - kort og konkret. Deltagerne af panelet modtager derfor fem gange i løbet af året en mail med 10-15 korte fagrelevante spørgsmål, som besvares elektronisk og behandles fortroligt - og det er det!

Hvilke emner behandler panelet?

I 2017 kigger panelet på emner som: ❙ ❙ ❙ ❙

Digitalization in the supply chain Supplier relationship management Supply chain visibility and mindset Cost to serve

Hvad får jeg ud af at sidde med i panelet?

Som paneldeltager modtager du efter hvert survey en oversigt over de samlede resultater og får således konkrete data til benchmarking. Ligeledes publicerer vi en artikel i DILForientering efter hvert survey, som analyserer og behandler resultaterne nærmere, og denne artikel modtager alle paneldeltagere.

Hvordan kan jeg sidde med i Det Danske Supply Chain Panel 2017?

Du kontakter Mie Holm Christensen fra DILF på mc@dilf.dk eller telefon 3321 1666 Det Danske Supply Chain Panel er et initiativ Dansk indkøbs- og Logistik Forum(DILF) og Syddansk Universitet i samarbejde har startet i 2012 og har kørt i samarbejde lige siden.

Capability building

THE GARTNER SUPPLY CHAIN TOP 25

– DE TRE TENDENSER OG ET DANSK PERSPEKTIV For 13. år i træk udgiver Gartner sin top 25 over verdens bedste supply chains. Vi har bedt fire eksperter udtale sig om de trends, der dominerer dette års liste, og kommentere på hvilke trends de kan genkende i deres eget arbejdsliv. Kommentatorerne er Lars Saur Feldstedt fra Implement Consulting Group, Henning De Haas fra LEGO System A/S, Troels Hornsved fra Universal Robots og Thomas Touborg fra PANDORA.

FOTO: SHUTTERSTOCK

Lars Saur Feldstedt

18

Henning De Haas

Troels Hornsved

DILForientering SEPTEMBER 2017 ÅRGANG 54

Thomas Touborg

OM GARTNERS SUPPLY CHAIN TOP 25 AF NATASCHA HELVERSKOV JØRGENSEN, REDAKTØR, DILF

De tre tendenser: Digitalisering, omstillingsparathed og bæredygtighed Vanen tro har Gartner udpeget tre tendenser, der går igen iblandt dette års højest rangerede virksomheder. Den første af disse tre tendenser er digitalisering. Her påpeger Gartner, at ledende virksomheder skiller sig ud idet, de betragter den øgede digitalisering både som en mulighed for at optimere og smidiggøre supporten på nuværende produkter, og som en mulighed for hurtigere at kunne søsætte nye ideer på markedet. Nogle af de fremtrædende tiltag omfatter blandt Internet of Things sensorer (IoT), cloud computing og advanced analytics.

Den anden tendens består af omstillingsparate organisationer og kapaciteter. I forlængelse af den øgede digitalisering må virksomheder nemlig være mere omstillingsparate; særligt i forhold til ændringer i deres værdikæder. Et af kendetegnene for de mest modne supply chain-organisationer er således, at de i høj grad har stærke relationer til andre afdelinger og funktioner i virksomheden.

Den tredje og sidste af de fremhævede tendenser handler om vores planet såvel som om vores medmenneskers velvære. Bæredygtighed og etiske overvejelser fortsætter nemlig med at være en vigtig faktor i alle aspekter af de succesfulde supply chains; hele vejen fra leverandøren til kunden. Bæredygtighed dækker endvidere over relationen mellem partnere og kunder; det forretningsmæssige økosystem må også være bæredygtigt.

Disse tre tendenser må imidlertid forstås i sammenhæng med hinanden, hvilket Troels

Hvert år identificerer Gartner de virksomheder, der udviser best practice inden for supply chain management. Bedømmelsen af virksomhederne tager udgangspunkt i to hovedkomponenter, nemlig business performance og opfattelsen af virksomheden.

Vurderingen af business performance tager udgangspunkt i offentlige finansielle data og giver et indblik i, hvordan en virksomhed har performet indtil nu, mens opfattelsen har fokus på virksomhedens fremtidige potentiale og afspejler lederskabet i forsyningskæden. Gartner lægger disse to scorer sammen, hvorefter virksomhederne får deres placering.

Hvis du vil vide mere om Gartner og deres Supply Chain Top 25-liste kan du læse den fulde rapport på www.gartner.com. /Redaktionen

Hornsved fra Universal Robots påpeger: ”Vi ser en tæt sammenhæng mellem de tre nævnte trends; øget digitalisering muliggør en større evne til at tilpasse sig og giver en større hastighed i beslutningsprocesser, og er dermed driver i behovet for at gøre organisationer og kapabiliteter tilpasningsdygtige.”

En liste for sig: Supply chainmestrene Særligt tre virksomheder har knækket koden til en succesfuld supply chain og formår gang på gang at imødekomme og inkorporere de fremtrædende tendenser. Målrettet sådanne virksomheder præsenterede Gartner tilbage i 2015 en ny liste: Supply Chain ”Masters”. For at opnå denne titel, skal virksomheden have haft en topfem-placering syv ud af de forgange ti år på den generelle Gartner Supply Chain Top 25. Udover Apple og P&G, der begge har ligget på ”Master”listen de sidste to år, er Amazon nu også kommet til.  DILForientering SEPTEMBER 2017 ÅRGANG 54 19

Ud over at hylde de bedste, giver indførelsen af mester-listen også andre virksomheder mulighed for at klatre op ad listen. På årets top fem finder vi Unilever, McDonalds, Inditex, Cisco og H&M.

1 2 3

De fem bedste – og hvad de gør godt Unilever indtager igen i år pladsen som nummer et, hvilket ifølge Gartner særligt skyldes virksomhedens stærke supply chain-brand, der har sikret en høj score i kategorien ’Peer Opinion’ samt deres solide indsats på CSRområdet udtrykt i deres Sustainable Living Plan, der har ført til toppoint i CSR-kategorien.

4

På andenpladsen finder vi igen i år McDonald’s, der har udmærket sig ved at sætte fokus på kvaliteten og friskheden af sine varer. Et af de tiltag, som Gartner fremhæver, er McDonald’s tiårsplan om at producere æg uden brug af burhøns. Et tiltag der har ændret forholdene for opbevaring og transport og dermed også skærpet kravene til virksomhedens supply chain, hvilket McDonald’s har håndteret på fortrinlig vis.

På fjerdepladsen finder vi verdens største designer, producent og sælger af netværksudstyr, nemlig Cisco. Cisco har de sidste to år ligget på hhv. syvende- og sjettepladsen, men har altså i år formået at opnå en placering blandt de fem bedste. Det har de blandt andet af de samme årsager, der bragte Unilever på førstepladsen, nemlig gode resultater i ”Peer opinion”-kategorien og en topscore i CSR. Cisco har i samarbejde med leverandører og ved brug af digitale strategier sat et mål om at reducere udledning af drivhusgasser med en million tons inden år 2020. For at opnå det vil de fokusere på at omdanne skrald til ressourcer og effektivisere energiforbruget

5

Efter et fald fra femte pladsen forrige år til sjette pladsen sidste år rangerer Inditex i år på en tredjeplads. Det gør de blandt andet på baggrund af deres finansielle ydeevne, deres omsætningsvækst og ikke mindst deres

GARTNERS SUPPLY CHAIN MASTERS FOR 2017

Apple

P&G

Amazon

Years with top-five composite score

Years with top-five composite score

Years with top-five composite score

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

2008 2009 2010 2011 2012 2014 2015 2016 2017

2011 2012 2014 2015 2017

2013 2016

Figur 1. K ilde: Gartner (May 2017)

20

score på ti point for CSR. Inditex har i modsætning til mange af sine konkurrenter sine centrer for tekstilproduktion i Europa og ikke i Asien. Det betyder, at deres varer kan sendes til købere i hele verden inden for 48 timer, og dette effektive ’design-to-hanger’-flow giver mulighed for hurtig respons på customer demands; der går ikke mere end 15 dage fra det nye design er udviklet, til det kan lande i butikken.

DILForientering SEPTEMBER 2017 ÅRGANG 54

Endelig placerer H&M sig igen i år på femtepladsen. Ifølge Gartner skyldes den placering dels H&M’s stærke finansielle historik og deres ledende position inden for CSR; de sætter rekord i både bæredygtighed og menneskerettigheder. F.eks. er de blevet en del af United Nations’ Better Than Cash Alliance, der fremmer overgangen fra kontante betalinger til digitale betalinger i deres supply chain. Formålet med det er at støtte kvinders økonomiske selvstændighed, fordi digitale overførsler giver større gennemsigtighed i lønningsforhold.

Hvad kan vi bruge Gartners Top 25 til i Danmark?

Som Henning De Haas fra LEGO peger på, tager Gartner Top 25 udgangspunkt i meget

Find en virksomhed kvalitet af produkt-data er en store virksomheder, og derfor med en supply chain, forudsætning for digitaliseer der få danske virksomder ligner din, og ringens succes. heder, der kan kvalificere sammenlign med din sig til bruttolisten. Han egen performance Troels Hornsved fra Univerforklarer: ”Gartner bygger Henning De Haas sal Robots betragter digitalitop 25-listen med udgangsserings-trenden som central punkt i Fortune Global 25 og for Universal Robots’ succes: ”I Forbes Global 2000. Desuden og med at denne trend omfatter er der en omsætningsgrænse på 12 robotter, herunder kollaborative robotmilliarder USD samt en begrænsning i ter, (nævnt specifikt for BMW og Unilever typerne af virksomheder, der kan kvalificere i Gartners artikel), er dette den trend som sig; der er f.eks. ingen servicevirksomheder Universal Robots bygger sin succes på.” Han med på listen.” I lyset heraf kunne man godt uddyber videre: ”Som verdens førende udundre sig over, hvad danske virksomheder vikler og producent af kollaborative robotter så kan bruge Gartners analyse til. Men hertil ser vi bl.a., at robotterne bevæger sig fra de pointerer Henning De Haas, at danske virktraditionelle industrier, primært automotive somheder kan hente inspiration fra Gartners og andre high volume-industrier, til også Top 25: ”Find en virksomhed med en supply at komme frem i high mix - low volumechain, der ligner din, og sammenlign med produktion.” din egen performance.” Tendenserne fra Gartners liste kommer nemlig også til udtryk Der er altså ingen tvivl om, at digitaliserini danske virksomheder. gen af supply chains er yderst aktuel – også betragtet fra et dansk perspektiv.

Digitaliseringen har også nået

Danmark

Alle fire eksperter nikker genkendende til de tre overordnede tendenser, der gør sig gældende for dette års Gartner Top 25.

I forbindelse med den stigende digitaliserings-tendens, udtaler Lars Saur Feldstedt fra Implement Consulting Group blandt andet: ”Vi oplever en markant stigende interesse i dette tema med fokus på at skabe mere transparens, responsiveness og ”one piece flow”.

Industri 4.0 er fra et produktionsperspektiv meget ”hot” – både IoT (Internet of Things, red.), 3D printing, AI (artificial intelligens, red.) og robotteknologi.” Han ser desuden, at ”real time datafangst” vinder frem: ”Vi har eksempelvis en case, hvor vi kontinuerligt opfanger faktiske procestider for alle processer i en flowbaseret produktion, og på basis heraf sker der løbende ”linebalancing”, således at leadtime og anvendte varer i arbejdet minimeres.” I forlængelse heraf pointerer Lars Saur Feldstedt, at virksomheders

Omstillingsparathed er nøglen til en succesfuld supply chain Den anden af de tre tendenser for dette års Gartner Top 25 er som nævnt omstillingsparathed. Thomas Touborg fra PANDORA, betragter denne tendens som afgørende for succes: ”Èn af de grundlæggende dimensioner som virksomhederne på Gartners Top 25 er lykkedes med er, at de har skabt et setup, der evner at tilpasse sig til hurtigt skiftende krav fra consumers, fra produktudvikling og fra mulighederne, der opstår i verden omkring os.” I forlængelse af dette, forklarer han, at netop evnen til at være agile i forhold til sin supply chain er en grundsten for PANDORA. Dette gør sig i særdeleshed gældende i forbindelse med produktintroduktioner, der stiller store krav til virksomhedens evne til at forudse efterspørgslen og tilpasse sin supply chain derefter.  DILForientering SEPTEMBER 2017 ÅRGANG 54 21

Vi oplever en markant stigende interesse i dette tema med fokus på at skabe mere transparens, responsiveness og ”one piece flow

Lars Saur Feldstedt beretter desuden om en øget interesse for varierede former for ’innovation sprints’, hvor Lars Saur Feldstedt et hold af interner og eksterne personer ”burer sig inde” og idéudvikler på fuld kraft. I forbindelse med denne tilgang til innovation, er der igangsat et nyt samarbejde mellem Industriens Fond, AUC og DTU og Implement. Under dette samarbejde er metodikken ”Project Half Double” udviklet. Lars forklarer: ”Metodikkens målsætning er at halvere projektperioden samt indføre styrringsmekanismer, der sikrer høj kvalitet, gennemsigtighed samt inklusion af alle relevante interessenter.”

En flad struktur – men hvad med overblikket?

Der er imidlertid visse udfordringer ved den fladere struktur, der kræves for at imødekomme fleksibilitet og omstillingsparathed, hvilket Lars Saur Feldstedt gør opmærksom på: ”Eksempelvis øger det risikoen for, at de enkelte funktioner ikke koordinerer tilstrækkeligt, understøtter hinanden og handler i henhold til samme overordnede mål - og herved opstår suboptimering. Vi har set kunder med flere supply chains udvikle disse i vidt forskellige retninger, hvorefter der har været behov for en samordning.”

Bæredygtighed på dagsordenen Den sidste af de tre tendenser, bæredygtighed, er også fremtrædende i Danmark, hvilket Henning De Haas blandt andre fremhæver: ”Hos LEGO er bæredygtighed også højt på dagsordenen, bl.a. er produktionen CO2-neutral via vindmøller og solceller.” En anden af bæredygtighedens dimensioner er ifølge Gartner det forretningsmæssige økosystems bæredygtighed. I den forbindelse understreger Troels Hornsved vigtigheden 22

DILForientering SEPTEMBER 2017 ÅRGANG 54

af det gode forhold mellem de forskellige partere i Universal Robots' værdikæde: ”Universal Robots leverer udelukkende selve robotarmene, idet vi baserer os på et økosystem af distributører, integratorer, udviklere og kunder for at kunne levere robotløsninger til slutbrugerne.” Virksomheden har desuden deres eget program ”Universal Robots+”, der ifølge Troels ”... faciliterer og støtter udviklingen af manipulatorer, tilbehør og software, og samtidig fungerer som showroom for udviklere.”

På trods af virksomheders generelt tiltagende fokus på bæredygtighed mener Lars Saur Feldstedt, at der er rum til forbedring: ”Vi må desværre konstatere, at vi ikke ser dette tema få same fokus som de to ovennævnte (digitalisering og omstillingsparathed, red.). Jo, vi oplever da, at virksomheder erstatter udstyr med højt energiforbrug med tilsvarende udstyr med mindre energiforbrug – men kun i tilfælde af, at der er en solid business case, der understøtter udskiftninger og ikke fordi det vil positionere dem bedre på en CSRagenda.”

Afslutning Gartners fokus på og analyse af verdens bedste supply chains tjener igen i år til inspiration for virksomheder verden over. Som Thomas Touborg udtrykte det: ”Først og fremmest må man sige, at det er nogle meget dygtige virksomheder, der ligger i top 25!”

Virksomhedernes præstationer spænder desuden vidt, hvilket Henning De Haas gør opmærksom på, idet han påpeger, at både McDonald’s og H&M optræder på listen, på trods af at den ene virksomhed har en inventory turn-score på 174 og den anden har en invetory turn-score på 3.

Tre ting har alle virksomhederne på Gartners Top 25 2017 dog tilfælles, nemlig digitalisering, omstillingsparathed og bæredygtighed. /

THE GARTNER SUPPLY CHAIN TOP 25 FOR 2017 Rank

Company

Peer Opinion1 (169 Voters) (25 %)

Gartner Opinion1 (38 Voters) (25 %)

Three-Year Weighted ROA2 (20 %)

Inventory Turns3 (10 %)

Three-Year Weighted Revenue Growth4 (10 %)

CSR Component Score5 (10 %)

Composite Score6

1

Unilever

2,074

649

10.2%

6.8

1.9%

10.00

6.39

2

McDonald's

1,264

442

13.9%

174.5

-4.2%

3.00

5.27

3

Inditex

1,192

337

16.3%

3.7

12.0%

10.00

4.98

4

Cisco Systems

1,018

524

8.3%

13.5

0.8%

10.00

4.82

5

H&M

901

208

22.0%

3.0

12.5%

10.00

4.63

6

Intel

952

486

10.5%

4.0

4.6%

7.00

4.42

7

Nestlé

1,159

345

7.9%

5.1

-0.6%

10.00

4.10

8

Nike

1,290

207

16.2%

3.8

7.9%

6.00

4.07

9

ColgatePalmolive

843

313

18.0%

5.0

-4.9%

6.00

4.03

10

Starbucks

926

143

20.3%

11.1

12.7%

4.00

3.80

11

PepsiCo

974

356

8.5%

9.0

-1.8%

6.00

3.67

12

3M

553

210

15.3%

4.2

-1.1%

10.00

3.54

13

Johnson & Johnson

878

269

11.8%

2.6

0.4%

7.00

3.50

14

Coca Cola Company

1,579

232

7.8%

5.7

-4.2%

4.00

3.46

15

Nokia

315

133

5.8%

5.6

46.3%

10.00

3.32

16

BASF

579

298

6.1%

4.0

-10.6%

10.00

3.21

17

Schneider Electric

546

325

4.2%

5.1

-0.3%

10.00

3.15

18

Wal-Mart Stores

1,312

225

7.5%

8.0

0.6%

3.00

3.11

19

HP Inc.

399

275

6.6%

9.8

-5.4%

10.00

3.06

20

L'Oréal

657

174

10.4%

2.8

5.1%

5.00

2.72

21

KimberlyClark

607

163

11.8%

6.5

-2.6%

5.00

2.68

22

BMW

681

129

3.7%

4.1

6.6%

10.00

2.62

23

Diageo

481

190

8.9%

0.9

-1.7%

7.00

2.57

24

Lenovo

498

223

1.5%

14.0

7.2%

7.00

2.50

25

Samsung Electronics

958

100

7.3%

15.1

-3.6%

4.00

2.46

Tabel 1. Kilde: Gartner (May 2017).

Noter: 1. Gartner Opinion and Peer Opinion: Based on each panel's forced-rank ordering against the definition of "DDVN orchestrator."

2. ROA: ((2015 net income / 2015 total assets) * 50 %) + ((2014 net income / 2014 total assets) * 30 %) + ((2013 net income / 2013 total assets) * 20 %).

3. Inventory Turns: 2015 cost of goods sold / 2015 quarterly average inventory.

4. Revenue Growth: ((change in revenue 2015-2014) * 50 %) + ((change in revenue 2014-2013) * 30 %) + ((change in revenue 2013-2012) * 20 %).

5. CSR Component Score: Index of third-party corporate social responsibility measures of commitment, transparency and performance.

6. Composite Score: (Peer Opinion * 25 %) + (Gartner Research Opinion * 25 %) + (ROA * 20 %) + (Inventory Turns * 10 %) + (Revenue Growth * 10 %) + (CSR Component Score * 10 %).



2015 data used where available. Where unavailable, latest available full-year data used. All raw data normalized to a 10-point scale prior to composite calculation. "Ranks" for tied composite scores are determined using next DILForientering decimal point comparison SEPTEMBER 2017 ÅRGANG 54 23

N HVOR L ANGT MA

DILForientering SEPTEMBER 2017 ÅRGANG 54

Industriens Fond har bevilliget 3,23 millioner kr. til forskere fra Syddansk Universitet i Kolding til et projekt om sales & operations planning med særligt fokus på små og mellemstore virksomheder og persontyper i produktionsvirksomheder.

AT BEGYNDE

24

T BLO

”DET ER UTR0LIGT,

M M O K E VE N A D K

AT

FOTO/ILLUSTRATION: CREATED BY FREEPIK OG SHUTTERSTOCK

AF JAN STENTOFT, PROFESSOR SYDDANSK UNIVERSITET OG ASSOCIERET PARTNER HOS 4IMPROVE

I

mere end tre årtier har praktikere, interesseorganisationer og forskere bekæmpet de såkaldte funktionssiloer i virksomheder for at undgå suboptimeringer og i stedet fokusere på procesorientering ud fra en helhedsbetragtning. På trods af mange ihærdige forsøg på at gøre noget ved siloerne lever de stadigvæk i bedste velgående i mange virksomheder. Det er vores opfattelse, at en af de primære årsager til denne praksis er en manglende fælles forståelse af virksomhedens forretningsmodel(ler) på tværs af funktioner som salg, supply chain, produktudvikling og økonomi. Der er mangel på et fælles fodslag og forståelse for, hvad der driver virksomheden, og hvilke begrænsninger den er underlagt. Vi tror, det er de færreste, der går på arbejde hver dag for bevidst at skabe bøvl for sine kolleger; men ikke desto mindre føles det sådan i flere virksomheder, hvor man kan finde flere eksempler på tilstande, der minder om skyttegravskrige.

Som en sælger udtrykte det i en af de virksomheder, vi har studeret i projektets ”best practice”-fase: ”Det er utroligt, hvor langt man kan komme bare ved at begynde at tale sammen.”

Fælles fodslag via S&OP

TALE SAMMEN”

En proces, der kan hjælpe med at løsne op for sådanne tilstande og skabe et fælles fodslag i virksomheden, er sales & operations planning (S&OP). S&OP er ikke af ny dato, men vores anmeldelse af litteraturen viser bl.a., at S&OP hovedsageligt er implementeret i store virksomheder. I litteraturen er der bred enighed om, at et helt centralt succeskriterium for S&OP er etablering af en S&OP-organisa-  DILForientering SEPTEMBER 2017 ÅRGANG 54 25

tion, der går på tværs af funktioner, og som har en procesejer og sponsor, der støttes af topledelsen. På trods af denne erkendelse er der stadigvæk mangel på tværorganisatorisk integration. Ligeledes peger ny litteratur på, at S&OP-projekter ofte fejler grundet for meget fokus på teknologi og for lidt på mennesker og procesdesign. Fra en pragmatisk synsvinkel handler sådanne forretningsmæssige forandringer 90 % om mennesker og 10 % om teknik.

Projektets deltagere og forløb

Projektet, vi arbejder på med støtte fra Industriens Fond, består af tre arbejdspakker 1) ”best practice”, 2) følgeforskning i ti S&OPimplementeringer og 3) en national S&OPspørgeskemaundersøgelse. ”Best practice” studeres hos TOMS Gruppen, Pandora, Arla Foods, Lantmännen og HB Textil (nu JBS).

Arbejdet med at finde de ti virksomheder til arbejdspakke to (som igangsættes i oktober 2017) er i fuld i gang. I skrivende stund har Mac Baren Tobacco Company, Viking Life Saving Systems, Borg Automative, Bryggeriet Vestfyn og Dinex givet tilsagn om deres deltagelse, mens vi er i beslutningsprocessen med tre andre virksomheder om deres deltagelse. Der er således stadig ledige pladser i projektet.

Forløbet i hver virksomhed vil bestå i generel S&OP-viden for topledelsen og medarbejdere; engagement fra topledelsen; valg af S&OP-projektdeltagere; træning af S&OPprojektdeltagere; forberedelse af masterdata til processen; kick-off og sparring i S&OP-cyklussen gennem piloten.

Derefter vil projektet følge de månedlige S&OP-møder i hver virksomhed i en periode. Nogle virksomheder vil her være hurtigere til at køre processen selv end 26

DILForientering SEPTEMBER 2017 ÅRGANG 54

andre, men erfaring viser, at virksomheder efter fire til fem måneder efter færdiggørelse af piloten vil være i stand til at køre selv. Der vil ske videooptagelser samt anden dokumentation af forløbene. Som noget unikt vil der blive sat fokus på forskellige personlighedstyper i S&OP-processen. Mercury Urval har mange års erfaring i at rekruttere både salgs- og supply chain-personale og har stor indsigt i forskellige personlighedsprofiler.

Den eksisterende litteratur om S&OP (både den praktiske og teoretiske) inkluderer ikke i tilstrækkelig grad det menneskelige aspekt, men er mere fokuseret på det tekniske (processen og forløbet). At inddrage en personprofil som analyseelement skal skærpe bevidstheden om, at det er mennesker, der gør forskellen på, om der sker succesful eksekvering eller ej. Personprofilelementet vil således udgøre et centralt element i de værktøjer, projektet vil udvikle.

CONFERENCE

PLANNING 2017 November 15th, Copenhagen Mark already now November 15th for the annual DILF Planning Conference.

The program will include speakers from front running companies to share experiences with emphasis in the fields of Forecasting, Demand Planning, Differentiated Planning, S&OP and Production- and Capacitiy Planning.

These are areas that our members have highlighted as currently being the most important focus areas.

Capability building

SAVE THE DATE!

Capability building

ď‚ž Capability building DILForientering SEPTEMBER 2017 Ă…RGANG 54 27

månedens artikel

THE REINVENTION OF PROCURE­MENT Procurement is at an inflection point. For many leading companies, procurement has been transformed into a linchpin of enterprise strategy. Yet many remain trapped by outdated paradigms and struggle for influence within their companies. Here’s how organizations can re-invent the procurement function and put the past behind them.

This article is published with permission from Supply Chain Management Review (www.scmr.com)

FOTO: SHUTTERSTOCK

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DILForientering SEPTEMBER 2017 ÅRGANG 54

BY JONATHAN HUGHES AND DANNY ERTEL PARTNERS, VANTAGE PARTNERS

I

n this article, we will share what we have learned during our work with leading procurement organizations around the world as they seek to adapt to a future that is already upon them. In these organizations, the need to drive innovation is paramount, and an increasing proportion of the opportunity and risk with suppliers involves not only physical materials or equipment, but also complex services and intangible assets like intellectual property, data and brand equity. In that new environment, the strategies and skills that constituted a recipe for procurement success in the past need to be reevaluated, and to some extent upended, based on a 21st century world with new risks, threats and opportunities.

A changing world and a changing context In order to understand the future of procurement, it is useful to briefly review its history and evolution.

For a very long time, procurement was a back-office function focused on processing transactions. The selection of suppliers, and the negotiation of supplier agreements, was highly fragmented, unsystematic and non-rigorous.

That began to change in the 1990s with the advent of strategic sourcing. Over the past several decades, this simple-but-powerful discipline has delivered enor-

DET KAN DU LÆSE OM ❙❙ ❙❙ ❙❙ ❙❙

Indkøb Strategi Innovation Paradigmeskifte

mous savings at countless companies, and earned procurement groups a substantial degree of respect and influence.

What is unacknowledged is the fact that strategic sourcing rests largely upon a set of concepts and principles laid out by Peter Kraljic in his classic Harvard Business Review article “Purchasing Must Become Supply Management” – which was published in September 1983.

The article is full of many useful examples and case studies that remain relevant, as do many of the principles and methodologies of strategic sourcing that developed later. At the outset of his article, for instance, Kraljic asks how a company can “…guard against disastrous supply interruptions and cope with the changing economics and new opportunities brought on by new technologies? What capabilities will a profitable international business need to sustain itself in the face of strong protectionist pressures? Almost every kind of manufacturer will have to answer these questions.” Those questions remain top of mind to business leaders who are grappling with disruptions from natural disasters, rapidly changing technologies, the digitization of business and shifting geo-political alliances.

While the article remains an off-quoted classic, there is also much that is obsolete, 

DILForientering SEPTEMBER 2017 ÅRGANG 54 29

INCREASE OF SERVICES-PRODUCING COMPANIES AS A SHARE OF US GDP

Percentage share of GDP

80%

60%

40%

20%

0% 1965

1975

1985

1995

2005

2014

Goods-producing Services-producing Figure 1. S ource: U.S. Dept. of Commerce Bureau of Economic Analysis – Gross-Domestic-Product-(GDP)-by-Industry Data; Gross Output

and some that has become counter-productive. For example, the word “innovation” never appears in this article. What’s more, it viewed procurement through the lens of a manufacturing economy; indeed, all of Kraljic’s article focused on the procurement of physical goods. Yet in 1984, services were already approximately 55 % of US GDP; today the number is approximately 70 % (Figure 1).

Here’s another important statistic that procurement needs to understand and grapple with. According to Leonard Nakamura, an economist at the Federal Reserve Bank of Philadelphia, US companies may have intangible assets worth more than $8 trillion. That figure is almost half of the $18 trillion market capitalization of the all the companies comprising the S&P 500 index.

Moreover, according to research conducted by economist Carol Corrado and reported in the Wall Street Journal, in 2014, companies invested the equivalent of 14 % of the private sector’s share of GDP in intangibles (such as their brand, and data assets) versus approximately 10 % in physical assets (such as factories).

30

DILForientering SEPTEMBER 2017 ÅRGANG 54

Clearly, the world economy has changed, and procurement needs to catch up – quickly.

The next wave of value Procurement is, in many ways, a victim of its own success. As recently as ten years ago, there was significant value to be gained by using competition to motivate better supplier performance and to rebalance supplier profit margins and customer costs. But rigorous and coordinated sourcing has enabled companies to maximize purchasing leverage based on their total spend. While there will always be some suppliers with a high degree of pricing power because of a unique technology or market position, today we find a consolidated supply base, operating with profit margins kept in check by competitive pressure.

In other words, the low-hanging fruit has been picked. So what will drive the next wave of value?

Fundamentally, we believe it is innovation – not just in product design or manu-

facturing technology, but also in business processes and models, and in the capture and utilization of data and information.

A critical function for procurement in the future will be the capability to strike the right strategic balance with different suppliers between competitive pressure and associated uncertainty (which helps guard against supplier complacency, but also acts as a powerful disincentive to supplier investment), and deeper collaboration and longer-term commitments to suppliers (which act as a positive incentive to supplier investments).

Nonetheless, the traditional way of classifying categories of supply and suppliers focuses primarily on zero-sum power dynamics between a company and suppliers – and thus encourages an unhelpful over-emphasis on “bargaining power” and an underemphasis on the power of engaging suppliers in the joint exploration of ways to work together that deliver mutual benefits. Or, as Kraljic put it, “The purchasing portfolio matrix plots company buying strength against the strengths of the supply market and can be used to develop counterstrategies vis-à-vis key suppliers.”

In our experience, most companies need to re-balance their strategic focus with more emphasis on supplier commitment and joint investment. Companies are not simply in competition for customers and revenue. They are also in competition with one another for preferred access to supplier innovation, ideas, “A-team” talent and investment of various kinds. As firms in industries from semiconductors to bio-pharmaceuticals to financial services recognize this fact, procurement is increasingly charged with developing and implementing strategies to become a “customer of choice.”

Traditional ways of thinking about supply markets and suppliers, rooted in an industrial past, also fail to guide effective thinking about the fairly different risks and opportunities that arise in working with suppliers of services, and suppliers whose primary value derives from their intangible assets.

Drivers of past success will not drive future success A service-oriented and innovation-powered economy requires procurement to develop new strategies and competencies. While still relevant, Kraljic’s original sourcing matrix is no longer sufficient. It is implicitly based on markets for physical goods and the traditional relationship between supply, demand, power and pricing in such markets. Of course, the physical economy and associated supply chains still exist. Capacity constraints will continue to arise in many markets and lead to cost increases and/or supply shortages that lead to lost revenue.

Services, solutions and innovations Procurement groups need a new framework for driving additional value in different sourcing contexts, including complex services such as legal services, marketing and advertising, research, design and engineering and yes, even management consulting.

Such categories of spend used to be off limits, but are now increasingly managed by leading procurement organizations. Even in manufacturing contexts, companies increasingly rely on top suppliers to collaborate in early stages of new product design and development. Such suppliers may make most of their money from manufacturing parts, tools or equipment, but they also supply critical services on which their customers rely.

Sourcing services is different from sourcing physical goods in a number of ways.

For one, economies of scale do not reduce  DILForientering SEPTEMBER 2017 ÅRGANG 54 31

unit costs in the same way as they do in a manufacturing environment. For another, service supplier profit drivers are different from those of manufacturers. The primary asset of service suppliers is talent – people.

And “A-Team” talent is highly mobile – in a way that physical assets are not. Procurement needs to think differently about leverage, risks, opportunities and value with suppliers whose business depends in whole or in part on selling services. Moreover, companies should often be sourcing more than discrete products and services. They should be sourcing solutions to important business needs. What do we mean by this?

Consider an industrial company we worked with for many years. For this company, the regular maintenance of chemical manufacturing and storage tanks constituted a major spend category. Historically, procurement sourced specific services including the set up of scaffolding for maintenance workers, a number of specific cleaning and maintenance services and, when the job was complete, the breakdown of and removal of the scaffolding. What happened when the company looked at what they needed to source in a different way? They ran a sourcing initiative without traditional requirements. Instead, they shared information they had never shared before with potential suppliers under a non-disclosure agreement (NDA) about their business model, manufacturing processes, production schedules and bottlenecks. They then asked their suppliers for new and better ways to maximize production up-time and reduce operating costs. What happened when they did this?

Most suppliers offered proposals and bids similar to those they had provided in the past. But one supplier noted that they were prototyping a new portable elevator system, which might eliminate the need for 32

DILForientering SEPTEMBER 2017 ÅRGANG 54

scaffolding set-up and break-down. The supplier’s bid was more expensive than its conventional competitors – but it reduced maintenance and lost production time from weeks to days. The increase in revenue from more up time made up for the increased cost many times over.

Of course, as companies seek revenue and profit growth in a hyper-competitive global economy, a further mental shift toward sourcing innovation is required. In this realm, customers may not even be aware of the needs or opportunities relative to which suppliers may have new technology under development, new ideas or untapped expertise. Procurement thus needs to engage with suppliers in completely different ways. They need to encourage and reward supplier investment and innovation – and ensure a disproportionate share of that comes to them versus their competitors.

Traditional RFX and bidding processes will not go away, but they need to be augmented with greatly enhanced “upstream” engagement with key suppliers.

Such engagement may take many forms, including not only joint ideation sessions with suppliers, but also regular joint strategic business planning – during which a customer and its key suppliers exchange information about their respective strategies, business plans and technology roadmaps, looking many years into the future. Customers who do this well will gain disproportionate influence over supplier investments, and the innovations that results.

Suppliers will benefit from more information to guide their investments such that risks are reduced and time to revenue is accelerated.

Figure 2 is by no means exhaustive, nor are the value drivers, or strategies and skills for each context mutually exclusive. Nonethe-

EFFECTIVE SOURCING OF SERVICES, SOLUTIONS AND INNOVATION Value drivers of what is being sourced

Key strategies and skills required

Sourcing innovation

- Creative ideas - Risk taking - New investment

- Joint problem solving and co-creation - Learning from failure

Sourcing solutions

- Knowledge and expertise - Ability to integrate assets and capabilities

- Communicate context - Apples to oranges comparison

Sourcing services

- People - Talent management systems

- Creative payment and incentive structures

Sourcing goods

- Process - Scale - Prior capital investment

- Tight specifications - Competitive pressure

Figure 2. S ource: Jonathan Hughes and Danny Ertel

less, this framework highlights some of the critical ways in which effective sourcing of services, solutions and innovation differs from the sourcing of physical goods.

The questions we ask determine the answers we arrive at In our work with procurement organizations across a range of industries, we have observed that most are guided by a set of fundamental questions, often to a degree they are not consciously aware of. ❙❙ How do we extract more savings from our suppliers? ❙❙ How do we motivate suppliers to improve their performance?

❙❙ How do we get more innovation from suppliers?

There is nothing wrong with these questions. But as with any questions, they focus attention in certain ways, and reflect and reinforce assumptions that can be limiting. In any event, new solutions to business challenges and the identification and realization of new value will not come from asking the same questions. Below are a fundamentally different set of questions.

They are not meant to replace the questions above, but rather to augment them and expand the scope of solutions and opportunities that procurement can uncover and address. ❙❙ How do our suppliers make money?

❙❙ How do we get internal stakeholders to involve us earlier, and comply with sourcing strategies, policies, and decisions? ❙❙ How do we define supplier requirements in a way that enables us to conduct “apples-to-apples” comparisons across suppliers and maximize competitive leverage?

❙❙ What do we do that creates cost, risk or frustration for our suppliers? How do we inhibit their ability to deliver maximum value to us?

 DILForientering SEPTEMBER 2017 ÅRGANG 54 33

PROCUREMENT PARADIGMS Traditional procurement paradigm

New procurement paradigm

- Primary value is cost reduction and securing external supply of goods and services

- Primary value is solving business problems and delivering competitive advantage

- Competitive pressure and leverage over suppliers is key to value

- Collaboration with suppliers and balanced dependence is key to value

- Internal focus is on stakeholder compliance

- Internal focus is on being a trusted advisor to the business

- Manage transactions

- Manage relationships

- Analytical skills

- Business acumen and soft skills

- Own and execute

- Facilitate and enable

Figure 3. S ource: Jonathan Hughes and Danny Ertel

❙❙ How can we better support the goals and strategies of our internal business partners? How can we more effectively challenge their assumptions and thinking, while also remaining open to learning from them? ❙❙ How can we help our suppliers better understand the challenges and opportunities our business faces, so that they can propose solutions based on their unique expertise and capabilities? ❙❙ How do we create more innovation with our suppliers?

A new procurement paradigm Sitting at the intersection of a company and its external suppliers, procurement can play a unique role in leveraging supplier assets and capabilities to drive innovation, actively support revenue growth and deliver competitive advantage – all while minimizing risk to a company’s operations and reputation. In other words, procurement can, and must, focus on maximizing total value from suppliers. This requires a new procurement paradigm (Figure 3), or a revo34

DILForientering SEPTEMBER 2017 ÅRGANG 54

lution in the way procurement leaders and their teams see themselves and their role, the value they can add to their enterprise, and the ways in which they create and deliver value to the enterprise.

New metrics and KPIs for procurement Currently, most procurement organizations focus primarily on a limited set of metrics and performance indicators – with costrelated metrics foremost amongst these.

They also typically rely heavily on supplier spend levels to segment suppliers, and to make decisions about where and how to focus limited resources on supplier management. To be successful in the future, procurement organizations will need to learn from current leaders and expand what they measure to better align with an expanded focus and delivery of broader value.

For example, levels of spend (within a commodity or category, or with an individual supplier) are often a poor proxy for the strategic importance of that category or supplier. Often a more useful metric is “revenueat-risk” – a more complex but also more

meaningful calculation that links external expenditures to the customer revenue streams that depend on supplier inputs, whether materials, equipment or services.

Similarly, the current emphasis on costsavings should be expanded with broader measures of value delivered – by suppliers and by procurement. For example, a few years ago we worked with a consumer products company that was in the process of designing a new product. Based on extensive research, the marketing organization believed that a more expensive packaging would be highly valued by consumers, which would lead to greater sales and higher profit margins. Rather than fight a battle to select the lowest cost supplier, procurement partnered with marketing and product designers to select a supplier that had the expertise to help design and manufacture a unique packaging solution. (Incidentally, this was not the supplier that the marketing group had initially wanted to work with.) The result was a substantial cost increase – but one that paid off in expanded market share, increased revenue and higher margins.

Companies put significant emphasis on measuring their return on assets and invested capital – naturally, since the shareholders that provide them with investment capital care about these metrics. But we now live in the world of the extended enterprise, where a majority of what goes into the products of most companies is manufactured, and often designed, by or with external suppliers; where an increasing percentage of a company’s operations are outsourced and/or enabled by third party solutions and services; and where a company’s R&D investments and patent portfolio are usually dwarfed by the combination of innovation investments and assets of its top suppliers. Consider that Unilever reported a

few years ago that 70 % of its innovations came from suppliers. World-class procurement organizations will therefore increasingly measure and report the returns they realize from supplier assets (RoSA), and the extent to which they are commanding and benefiting from a disproportionate share of supplier investment and innovation vis-àvis their competitors.

New competencies for procurement The transactional and routine activities (from PO processing to market analysis) that used to be procurement’s focus are increasingly being automated or outsourced.

What remains, as we have argued above, is for procurement to take on an increasingly strategic role within the enterprise. This entails developing competencies that are most difficult to replace with software, and taking on a role that is so closely integrated with a company’s core competencies and sources of strategic advantage that it cannot be outsourced.

Based on our benchmarking and work with clients, there are three broad competencies that procurement organizations generally need to strengthen. The first is business acumen. Analytical skills to calculate total cost of ownership or develop shouldcost targets are valuable. But they are far less valuable than the ability to think like a business owner or executive, to understand the very different business models of different suppliers and how they make money (even when those suppliers operate in the same industry) and based on that, to determine how best to design an engagement model with a given supplier and construct contract terms as well as informal incentives to motivate that supplier to deliver maximum value.

The second competency is strategy development and strategic thinking. What pass-  DILForientering SEPTEMBER 2017 ÅRGANG 54 35

WAYS PROCUREMENT CAN ENGAGE WITH INTERNAL STAKEHOLDERS

Commitment to stakeholder success

High

Order-taker

Trusted advisor

Dead-weight

Rival

Low

High Expertise, initiative and assertiveness

Figure 4. S ource: Jonathan Hughes and Danny Ertel

es for a category or commodity “strategy” within many procurement organizations would often be better termed a category “profile” – an often impressively researched and formatted report of past and projected spend, information about the supply market and the classification of spend or suppliers into segments like “strategic” or “bottleneck.” Such analysis is useful, but it is not a strategy – a long-term plan that articulates important choices and explains why difficult choices and trade-offs must be made, and how. For example, if our company is highly dependent on a particular supplier, and our business is not particularly important to them, what should we do?

Invest in developing one or more alternate suppliers? Or invest in trying to make our business more attractive to our current supplier – and if so, how? Framing such choices and rigorously articulating the costs, risk and benefits of different choices (under conditions of uncertainty) is the hallmark of true strategic thinking.

The third area of competence that is increasingly important, and often deficient, is that of soft skills, including: relationship building, influence, conflict management, 36

DILForientering SEPTEMBER 2017 ÅRGANG 54

negotiation, change management and leadership. For example, not too many years ago, procurement groups looking for negotiation training were often interested in the latest bargaining tactics and techniques.

More recently, we have seen an increasing interest in building skills for a more strategic approach to negotiation focused on principled persuasion and joint problemsolving, while also accounting for the psychological and emotional dimensions of negotiation. Another example: We have seen a huge upsurge in requests for training focused on stakeholder engagement, alignment, influence and how to become a trusted advisor to internal business partners (Figure 4). This is a welcome change from a not-too-distant past in which many procurement organizations were focused on obtaining C-level mandates that they could use as a cudgel to enforce compliance from recalcitrant stakeholders.

A procurement roadmap to the future Different industry sectors confront different procurement and supply management issues, and the pressures to bring procurement practices up to date with the realities of an innovation-driven and increasingly service-oriented economy will likewise vary. Nonetheless, we believe that almost any procurement organization that seeks to maximize the financial and strategic value it delivers to the enterprise must evolve and mature.

As we noted at the outset of this article: Procurement is at an inflection point. Those organizations that evolve along a maturity model will drive innovation, deliver value and enable their enterprises’ strategies. Those that remain trapped by old paradigms will continue to struggle in a 21st century world with new risks and threats, and miss out on new opportunities. /

• Hold dig opdateret på de nyeste trends inden for indkøb, logistik og SCM • Bliv inspireret med interessante input fra DILF • Følg med i vores mange arrangementer og tiltag

DILForientering SEPTEMBER 2017 ÅRGANG 54 37

Kurser 2017

Klik på kurserne og læs mere

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Forecasting and demand planning

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Strategisk Supply Chain Management - kursus på masterniveau til DILF-medlemmer

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Tilmeld dig

modul 1, 2 og 3 samtidig og få 50% rabat på modul 3

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NYHED SUPPLIER RELATIONSHIP MANAGEMENT (SRM) UDDANNELSE OG CERTIFICERING Titel

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5

case

Read how Agfa-Gevaert NV, a Belgian multinational corporation, doubled purchasing’s financial contribution and transformed the Procurement department to an established global purchasing organisation.

BY BRAVOSOLUTION

In 2011, as part of the effort of continuing to be the partner of choice to its customers and offering leading-edge technology and innovation, the CEO and Executive Management announced a company-wide improvement programme, which identified ‘Efficiency in Purchasing’ as one of the key work streams.

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DILForientering SEPTEMBER 2017 ÅRGANG 54

In 2012, Agfa Purchasing as a Global Shared Service (GSS) was created. Then, in 2013, Agfa Purchasing and its internal stakeholders embarked on a transformation journey aimed at boosting the financial value brought by suppliers to Agfa’s business groups, and the company as a whole.

The resulting programme was aimed at being a main contributor to Agfa’s target to bring Recurring Ebitda to 10 % of revenue.

FOTO: SHUTTERSTOCK

COMING OF AGE – AGFA’S JOURNEY TO A MATURE DIGITAL PROCUREMENT ORGANISATION

The global transformation business case Led by CPO Emmanuel Bernoux and Head of GSS Purchasing Process Office, Wouter Machiels, a global transformation business case was presented to the Board, with the ambition to deliver a net cost reduction of 105 million euros in supplier related efficiencies over two years. This was a mammoth pledge, effectively doubling Purchasing’s value to the business. Wouter anticipated that the undertaking, would require the success of a cross-functional, global change programme (aptly named ACE105 Accelerated Cost Effectiveness – 105 million euros), with collaboration from all stakeholders, an elaborate governance setup, and underpinned by a single, fully integrated source-to-pay system.

“We understood how vitally important that partnership would be to our success, so we looked for a provider with whom we would ‘click.’ We wanted maturity, experience and honesty. And we found that in BravoSolution – people who know what they are talking about, and are not afraid to be brutally honest with us to get the job done” he explained.

A new source-to-pay-system and new talent The financial contribution pledged in Wouter’s business case was the leverage to secure these new source-to-pay-systems and the people he needed to transform the organisation. As well as engaging BravoSolution, he brought in new talent to bolster the existing team, to cross-fertilise experience and learnings. He then assigned a leader and business partner from each stakeholder function to the purchasing organisation, they would also become champions of the new system. Finally, a monthly reporting cycle, dedicated to the accelerated cost efficiency programme, was

DET KAN DU LÆSE OM ❙❙ Hvordan Afga-Gevaert fordoblede indkøbsafdelingens finansielle bidrag til virksomheden ❙❙ Hvad Afga-Gevaerts globale forandringsprogram Accelerated Cost Effectiveness (ACE105 ) indebærer ❙❙ Hvilke resultater Afga-Gevaert har opnået, og hvad disse betyder for virksomheden i dag

set up alongside existing reporting cycles, and this was crucial to the transformation progress.

“We had a 12-month savings programme which was very strict – with no cost avoidance taken into account. We had a level of granularity, including purchase price variations visibility, built into the system on our request. The level of detail it can go into is incredible, and we can now report by region or by department, so our scope has widened.”

As the system was rolled out, for each project Wouter had one ‘owner’ who was from Purchasing, and one who was an internal customer or user, promoting communication and acceptance. Whole cross-functional teams were created and they included suppliers. This involvement has ultimately changed the way suppliers are perceived by the business.

Structured supplier engagement and management Supplier engagement and management has never really happened in a structured way before. But as an increasingly regulated environment, especially with the Healthcare business, compliance is becoming more and more important.

Being able to see and predict better, for instance which categories have contributed  DILForientering SEPTEMBER 2017 ÅRGANG 54 43

the most or underachieved, means Agfa can steer and make decisions in a more informed way. Being able to analyse by region or other parameter, has helped with setting targets, and informing the organisation where to look to deliver savings

Purchasing is now a mature organisation Agfa Purchasing is starting to achieve all of their goals. In line with their business vision – Purchasing is no longer something that is done solely in the procurement department, it is a wider concept. And savings are no longer something that depend purely on negotiation skills, they are driven by efficient processes. They can now honestly say they are buying in-line with the overall strategy and goals of the business, while delivering savings.

“I’m delighted to say that, even though it was an ambitious target to dou-

PROFILE:

ble our financial contribution in two years, not only did we achieve it, we exceeded it.

The ability within the source-to-pay-system to record the savings was instrumental, none of the smaller savings get lost, the system is detailed enough to capture all savings, but simple enough that everything gets entered.”

From where they started, Purchasing has redefined procurement at Agfa. The programme was set up and executed in such a way that it has proved to be a true game changer in the way the department is regarded. It has moved from a tactical service provider to a strategic, value-adding business partner.

The Agfa procurement team is now an established global purchasing organisation with the three business groups as customers. Purchasing is seen as a mature organisation, because of what they do and how they do it. They have created credibility in what we report, because they can back it up with accurate, undisputable data. They are no longer challenged, and through this, the perception of the department has been raised tremendously. Suppliers are now regarded as an extension of Agfa, and a real source of competitive advantage, illustrative of the cultural changes brought about./

Wouter Machiels is Head of Global Purchasing Process Office & Centre of Excellence at Agfa Gevaert. In his role, he manages the different efficiency programs and he ensures the organization is future proof and data driven.

He was rewarded with the 2016 Procurement Excellence Award for transforming and repositioning the purchasing department within Agfa. His career started as a project manager in SAP functional consulting, where he picked up the flavour for different industries and developed a helicopter view of all business areas. As a board member of Pascion, Wouter shares his vision to ensure the continued viability and increase the overall impact of the Purchasing function in the companies of tomorrow.

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DILForientering SEPTEMBER 2017 ÅRGANG 54

Supplier Relationship & Value Management:

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www.bravosolution.com DILForientering SEPTEMBER 2017 Ă…RGANG 54 45

Mere end 100 ledende SCMfolk fra forskellige virksomheder sidder med i Det Danske Supply Chain Panel og bidrager med svar på surveys bestående af 10-15 spørgsmål fire gange om året.

NY BOG FRA DET DANSKE SUPPLY CHAIN PANEL Practitioners Perspectives on Contemporary Supply Chain Management Issues The Danish Supply Chain Panel 2012-2016

Reference: Jan Stentoft (ed.) (2017): Practitioners Perspectives on Contemporary Supply Chain Management Issues: The Danish Supply Chain Panel 2012-2016. University Press of Southern Denmark: Odense

Udgives i

august 2017 på Syddansk Universitetsforlag

www.universitypress.dk

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MOCKUP: COVERVAULT

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DILForientering SEPTEMBER 2017 ÅRGANG 54

NY BOG FRA DET DANSKE SUPPLY CHAIN PANEL Det Danske Supply Chain Panel har undersøgt faglige SCM-problemstillinger i praksis siden 2012, og det er der kommet 22 mini-surveys og -artikler ud af.

Artiklerne fra de første fem år af panelets levetid er nu blevet samlet i en ny bog.

AF JAN STENTOFT, PROFESSOR SYDDANSK UNIVERSITET OG ASSOCIERET PARTNER HOS 4IMPROVE

D

ansk Indkøbs- og Logistik Forum (DILF) besluttede i 2011 og etablerede i 2012 Det Danske Supply Chain Panel i samarbejde med forskere fra Syddansk Universitet i Kolding. Panelet består af medarbejdere med ledelsesansvar indenfor supply chain management (SCM) i dansk industri, som gennem fire-fem minisurveys årligt giver deres besyv med til, hvordan der arbejdes med forskellige faglige SCM-problemstillinger. Resultaterne af hvert mini-survey sammenfattes i en kort artikel, der bringes i DILForientering eller sendes ud sammen med DILFs elektroniske nyhedsbrev.

giver værdifuld viden både til undervisningssituationer og til praktikernes hverdag, hvor resultaterne af de forskellige undersøgelser kan bidrage med at sætte fokus på de behandlede problemstillinger i egen organisation med henblik på at vurdere, om man er på det rette niveau, eller der bør igangsættes arbejde med at forbedre det.

Tendens: Driftfokus spænder ben for udvikling

Værdifuld viden til både undervisning og praksis

De 22 artikler er forfattet af Ole Stegmann Mikkelsen, Thomas Johnsen, Jesper Kronborg Jensen, Morten Munkgaard Møller, Morten Brinch, Antony Paulraj og undertegnede. Et gennemgående mønster i alle 22 undersøgelser er, at respondenterne ofte er af den opfattelse, at deres egen praksis og formåen er på et lavere niveau end det ønskede.

Dette peger på konkrete forbedringsområder. Det paradoksale er dog, at et overvejende driftsfokus ofte spænder ben for, at sådanne udviklingstiltag bliver ført ud i livet. Det indikerer, at mange virksomheder kan have gavn af supply chain-strategiprocesser og værktøjer til at prioritere, igangsætte og evaluere supply chain-forbedringsprojekter. /

Selvom data fra nogle af undersøgelserne er mere end fem år gamle, vurderes de stadig at have relevans. For mange af områderne er de behandlede problemstillinger nemlig stadigvæk en udfordring, hvilket indikerer et manglende fokus på udvikling. Formålet med undersøgelserne er at opnå indsigt i, i hvilket omfang der arbejdes med forskellige faglige områder, hvad der har drevet dette arbejde, og hvad der har begrænset det. Det

Værdien af anvendt forskning for praktikere er enorm, og Det Danske Supply Chain Panel har opnået succes med at skabe et forum for at kunne levere ny og relevant viden til praktikere på en rettidig og effektiv måde. Teamet præsenterer meget relevante scenarier af problemer på en klar og forståelig måde - en ”must read” for enhver, der er interesseret i supply chain management-relaterede udfordringer”.

De første fem sæsoner er gået, og det er blevet til i alt 22 mini-surveys og -artikler. Artikler fra de første fem år er nu samlet i bogen Practitioners Perspectives on Contemporary Supply Chain Management Issues: The Danish Supply Chain Panel 2012-2016 (Stentoft, Jan (ed.), 2017), der blev udgivet ved Syddansk Universitetsforlag i august i år.

Søren Vammen, CEO, DILF

DILForientering SEPTEMBER 2017 ÅRGANG 54 47

I denne artikel følger Henrik Knak fra Syncronic op på artiklen med samme titel, der blev bragt i sidste udgave af DILForientering.

SÅDAN PÅVIRKER DIGITALISERINGEN S&OP - DEL 2 Hvilke praksisområder optimerer man gennem en bedre anvendelse af digitale muligheder i Sales & Operations Planning, og hvilke tendenser er der i digitalisering af hvert af områderne?

AF HENRIK KNAK, PARTNER I SYNCRONIC

Digitalisering versus indførelse af ITløsninger En af de store forvirringer i relation til digitalisering af S&OP ligger i ordet ’digital’. Qua begrebet ikke er entydigt defineret i det akademiske miljø, og qua den hype som pt kører på generelt virksomhedsniveau omkring digitalisering, er der endnu ikke sket en konvertering til en fælles forståelse af ordet. I Syncronic anvender vi følgende definition: “Digitalization is the leveraging of - mostly newer - digital technologies in a company’s products, services and processes to transform the company’s business model.”

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Digitalisering tillader nye måder at samarbejde på med kunder, partnere, leverandører og virksomhedens medarbejdere ved at virtualisere den fysiske verden, øge adgangen til data, samt øge den analytiske kompetence og hastighed for derved at tilbyde relevant indsigt og hurtig adgang til kvalificeret beslutningsstøtte.

Med andre ord bidrager digitaliseringen til at transformere virksomhedens måde at drive forretning på – fra forretningsstruktur og -processer til applikationer og IT-infrastruktur. Det er omdannelsen af hele værdikæden fra kundeoplevelse til drift og af end-to-end

ILLUSTRATION: SHUTTERSTOCK

forretningsmodellen. Det foregår enten (og oftest) ved et ’fix’ af et afgrænset forretningsproblem eller måske en innovation af dele af forretningsmodellen – eller i sjældne tilfælde ’disruptivt’ på brancheniveau. Ergo præsenterer digitalisering et paradigmeskifte, der har en væsentlig indflydelse på virksomhedens strategi, forretningsmodel, markedsbaseret tilgang, ledelses- og medarbejderkompetencer samt organisationskultur.

Almindelig klassisk indførelse af IT til at understøtte en generel proces, f.eks. et ERPsystem til håndtering af transaktioner eller en simpel forecast-løsning, anses således ikke

som en digitalisering i ovenstående forstand.

Tilsvarende vil indførelsen af ældre APSsystemer kunne betragtes som klassiske ITprojekter, som ikke har til formål at transformere forretningsmodellen, hvorimod nogle af de nyere og mere avancerede APS-systemer i høj grad tager digitaliseringens muligheder i brug. Mere herom senere.

I relation til S&OP har digitaliseringen to retninger; dels giver de digitale løsninger mulighed for at levere bedre input til S&OPprocessen, dels giver en digitalisering af hver af de fire S&OP-procestrin mulighed for at levere et bedre output til resten af virksomhe-  DILForientering SEPTEMBER 2017 ÅRGANG 54 49

den. Lidt ligesom et hjertes funktion i kroppen, der giver næring til ’driften’ og samtidig slår takten for flowet gennem en puls. Desto bedre form hjertet er i, og jo bedre input den får, desto større performance kan kroppen levere.

Digitalisering giver bedre input til S&OP Via teknologier, som føder nye typer samt flere og bedre data ind i S&OP-processen, kan især Demand Planning og balanceringen opnå væsentlig bedre performance. Data stammer bl.a. fra Internet of Things (IoT) i virksomhedens produkter, som samler data fra den fysiske virkelighed via sensorer, der er koblet på internettet, og ad den vej giver indsigt i produktets brug og situation.

IoT kan ligeledes gå den modsatte vej: Via indsamlede data kan man ved hjælp af internettet påvirke det fysiske produkt gennem aktuatorer, f.eks. motorer, pumper, lys mv.

Intel forventer, at anvendelsen af IoT vil stige fra ca. 15 milliarder enheder i år til over 200 milliarder i 2020.

IoT-data kan anvendes i Demand Planningprocessen til at forudsige fremtidige køb/ genkøb af produkter, samt diverse tilknyttede services. Det kan også anvendes den modsatte vej til at påvirke behovet i en positiv retning for virksomheden såvel som for kunden (’Demand shaping’). Amazon ’Dash buttons’, genbestillingsknapper, er et godt eksempel på IoT, som oplever voldsom vækst.

Blot ved et tryk på en knap genbestilles produktet hos forbrugeren, og informationen deles straks med producenten. I 2016 kom

over 50 % af Amazons ordrer i USA via ’Dash buttons’, og andelen er fortsat i kraftig vækst; godt 70 % per kvartal ifølge Gartner Group.

Tilsvarende og mere automatiske løsninger ses f.eks. i printere og kopimaskiner, som selv bestiller nye tonere, papir og servicevedligehold. Inden for B2B (Business to Business) ses IoT i f.eks. entreprenørmaskiner, vindmøller, CNC fræsere og robotter, hvilket vil transformere mulighederne for kundeinteraktion og planlægning i forsyningskæden.

”If This Then That”-appen Der findes i dag simple IoT-løsninger, som gør det muligt for enhver planlægger at koble en IoT til en handling, f.eks. appen IFTTT. IFTTT, eller ’If This Then That’-appen, kobles til en datakilde på internettet (en sensor, en GPS enhed, nyheder om konkurrentaktiviteter, en ændring på Facebook omkring holdningen til et produkt, et website der registrerer oversvømmelser på kloden eller lignende) og sættes op til at udføre en given handling, f.eks. sende en demand-alarm til demand-planneren. IFTTT er en simpel offentlig tilgængelig app, som kan kobles på al offentlig data, men forestil dig mulighederne, når kilderne udvides til lukkede datakilder hos dine kunder, 3PLer og andre partnere - og analytiske kapabiliteter tilføjes.

Denne form for event-drevet datainput er i voldsom vækst, og vil forandre de analytiske muligheder inden for demand og supply planning signifikant i disse år.

S&OP-processen går digital Digitale teknologier giver gennem bl.a. moderne S&OP-systemer nye muligheder for funktionalitet i S&OP-processen, hvilket er illustreret i figur 2.

DASH BUTTONS

Figur 1. K ilde: Gartner Group, 'Get Ready for IoT Order Buttons In Supply Chain Planning and S&OP', 2016.

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Ifølge Gartner Group vil en virksomhed, der er i stand til at anvende alle disse digitalt skabte funktionaliteter være på et S&OP-modenhedsniveau fire (ud af fem). Om end de fleste danske virksomheder fortsat kæmper

med at komme fra niveau et eller to til niveau tre, så er der dog enkelte, som er så godt på vej, at de på mange fronter kan siges at have en niveau fire-performance. Og mange flere vil i de kommende år tage de første spæde skridt til at komme dertil gennem øget digitalisering.

CONFERENCE: PLANNING Learn more about planning at DILF’s annual Planning conference which will be conducted on November 15.

Maskinlæring og ’deep learning’ En af de helt store digitale trends inden for S&OP skal findes inden for ’advanced analytics’, hvor såvel maskinlæring som ’predictive analytics’, kunstig intelligens, ’data mining’ og ’data science’ hører under.

Maskinlæring er en gammel teknologi fra 1950’erne, men ifølge Jean-Baptiste Clouard fra Dassault Systèmes er denne teknologi først de seneste fem år vokset gevaldigt grundet en speciel form for maskinlæring kaldet ’deep learning’. ’Deep learning’ er en specifik type neuralt netværk, som bl.a. anvendes i talegenkendelse og billedbehandling samt i IBM’s Watson, Google’s TensorFlow og SAP’s Leonardo. I S&OP-sammenhænge vil vi kunne træne maskinlærings-algoritmen til at evaluere det finansielle resultat af en given

måned X baseret på beslutninger taget i dag.

Teknologien kræver store datamængder og en vis træning af algoritmerne for at styrke evnen til at vælge og lære. Af samme grund er teknologien pt mest egnet indenfor dele af S&OP og ikke på processens samlede resultat i form af what-if-scenarier, som jo typisk kun produceres månedligt. Kvaliteten af data er typisk ikke god, og vi mangler samtidig en registrering af de konkrete beslutninger, som

DIGITALISERING TILBYDER NYE FUNKTIONALITETER TIL S&OP-PROCESSEN Koncensusforecast frigivet Uge 1

Forecasting

- Innovation og NPI integreret - Demand sensing og snaping - På tværs af partnere, strategiske kunder og nøgleleverandører

Supply Planning Lagerplanlægning

- Avancerede analytiske muligheder ift horisont, granularitet, risici, værdi, business goal impact, ...

Fælles plan indført i organisationen Uge 4

Balancering, konklusion og eksekvering

Kapacitetsplanlægning

- Strategisk kapacitet og lagermodellering - På tværs af partnere, strategiske kunder og nøgleleverandører

Konklusioner

Uge 3

Uge 2

Demand Planning Produkt portefølje styring

Forsyningsudfordringer identificeret

Pre-møde scenarieforberedelse

Executive S&OP møde

- Skabelse af scenarier, analyse og evaluering - Værdibaserede whatif-scenarier - Trade-off balancering

Indførelse

Opfølgning

- Support S&OP-eksekvering til korttids-beslutninger mhp. at optimere profit, omsætning og kundeprioritering - SC-drevet, men ejet af P&Lansvarlig og BU-ejere

- Synkroniseret med årlige strategiplan og budgethorisont og cyklus

Figur 2. Kilde: Syncronic © med input fra Gartner Magic Quadrant for S&OP SoD, maj 2017.



DILForientering SEPTEMBER 2017 ÅRGANG 54 51

en ’deep learning’ algoritme kan trænes med.

Planlægning, modellering og optimering og tilsvarende komplicerede opgaver vil således ikke forsvinde på den korte og mellemlange bane.

Digitaliseringen stiller krav om nye kompetencer Digitalisering kræver nye kompetencer hos såvel planlæggere, IT-afdelingen og hos lederne, ligesom balanceringsmøderne i særdeleshed stiller store krav til deltagerne om at kunne læse og forstå resultaterne af de digitale løsningers output og anvende disse til at udarbejde relevante what-if-scenarier, f.eks. via eksterne serviceleverandører, og herved optimere den fremtidige kundeservice og indtjening. Se case-boksen for et eksempel.

Behovet for medarbejdere med kompetencer og erfaring inden for digital S&OP eksploderer. Et hurtigt kig i jobannoncerne afslører, at de fleste store virksomheder i Danmark søger digitale kompetencer til at varetage de

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nye muligheder, som S&OP-delprocesserne kan gøre brug af. IKEA, Tesla Danmark, Novo Nordisk, P&G Denmark, Danfoss, Nokia Danmark - ja selv Skatteministeriet, er nogle af de virksomheder, som søger supply chainorienterede data scientists, eksperter og analytikere med matematiske kompetencer og evner inden for bl.a. avanceret analyse, ’deep learning’, ’big data analytics’ og simulering. Digital S&OP er i vækst, idet data-tilgængelighed og teknologiske løsninger har opnået et modenhedsniveau, som tillader transformativ forbedring af virksomhedens forretningsmodel. Det gør den både i forhold til måden, vi samarbejder på, tilbyder produkter og services på samt vores evne til at forudsige og endog påvirke fremtidige behov i markederne. Ved at digitalisere S&OP kan vi høste frugterne af disse nye muligheder og sikre en bedre indtjening, samtidig med at kundernes tilfredshed øges. Det lyder som en tiltalende win-win situation. /

Digitalisering af strategiske what-if-scenarier En af de store udfordringer i S&OP-processen er opstilling, simulering og optimering af what-if-scenarier i forbindelse med balanceringsmøderne, som skal sikre kvalificeret input til executive S&OP-mødet. Ud over ERP-rapporter og moderne APS-systemer anvendes i stigende grad simuleringsløsninger til evaluering af mere strategiske scenarier, f.eks. i forbindelse med potentielle fusioner og ekspansion til nye markeder, NPI og generel porteføljeoptimering, store sortimentsændringer, åbning eller lukning af distributionspunkter og lagre, allokering af varer i distributionsnetværket, store skift i transporttyper og -ruter, ændring i produktionslokationerne, outsourcing af udvalgte produktionsopgaver og ændringer i leverandørmassen. For ikke at tale om risici-evaluering af de enkelte scenarier. Konsekvenserne ved de forkerte beslutninger af denne kaliber

er heftige, og en god topleder garderer sig derfor gennem dygtige ledere, højt kvalificere eksperter og de rette systemer til at understøtte beslutningsprocessen. Eksperter og systemer til simulering er knappe ressourcer og er meget dyre at vedligeholde, hvorfor denne kompetence i stigende grad købes som en service, hvor bl.a. ’cloud’ anvendes til hurtig og sikker deling af virksomhedens demand og supply samt finansielle data, og en række eksterne (big) datakilder kobles på. Indtil maskinlæring bliver god nok til at kunne analysere og konkludere på virksomhedsniveau, vil denne ’Simulation and Optimization as a Service’ (SOaaS) forventeligt fortsætte med at udbrede sig til specielt segmentet mellemstore virksomheder.

DIGITALISERING AF STRATEGISKE WHAT-IF-SCENARIER Decisions input needed Strategic or tactical decision

Easy scenarios

Key assumptions, limitations and hypothesis

- Mid/long term capacity limits - NPI impact on capacity - Minor changes in distribution setup - Changes in supplier base - Impact of new customer/market

10

Modelling & simulation Medium scenarios Company supply chain model

Qualified input on options and implication areas - Quantitative and qualitative - Operational and financial

4

Scenario 2, 3, ...

Scenario 1 - recommended decision

S&O report - Executive summary - Problem definition - Scenario analysis - Recommendation - Evidence details

- Change in production location - Change in product portfolio - Optimization of stock in network - Impact of new distr. Channel - Supply risk assessment Difficult scenarios

1

- Warehouse of DC location - Production capacity optimization - M&A impact - Complexity optimization

Figur 3. Kilde:

Syncronic (c) simulation services, september 2017 Easy: 3-5 days - Medium: 5-10 days - Difficult: 3-4 weeks

DILForientering SEPTEMBER 2017 ÅRGANG 54 53

interview

7 SKARPE

TIL MARTIN BJØRN CHRISTENSEN Arbejdet i multikulturelle organisationer har altid inspireret ham, og i år 2000 begyndte han på en niårig professionel rejse, da blev han udstationeret i Indonesien.

Pludselig havde han en stilling som Landchef for Lufthansa Cargo, og i de år han var der, voksede de med 100 % og oversteg deres egen kapacitet. I sit nuværende job hos Takeda bruger Martin sine erfaringer i sin stilling som director.

CV NUVÆRENDE JOB: Director, Global Category Lead, Logistics & Warehousing – Takeda Pharma A/S TIDLIGERE JOBS: 2013-2015 Global Sourcing Manager, Direct Materials – Takeda Pharma A/S

UDDANNELSE: “Explorer”-program, Lufthansa School of Business, Global Top 1 % talent program

2010-2013 Logistics Manager – IKEA Danmark A/S

Speditør – DFDS Transport

2007-2009 Head of Damco, France, Iberia and Mahgreb – A.P. Møller Maersk Group

Copenhagen Business School, HD. 1. Part (BA-grad) Struer Handelsskole, HH

AF NATASCHA HELVERSKOV JØRGENSEN, REDAKTØR, DILF

1

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

Det første ord, der falder mig ind, er stakeholderengagement. Det er vigtigt for mig at være tæt på mine interne stakeholders, som jeg både supporterer og udfordrer omkring måden, vi opererer på, og måden vores logistiknetværk er skruet sammen på. Desuden betragter jeg business partnering, altså mødet med vores leverandører og samarbejdet med dem om hvordan vi bedst muligt udvikler vores forretning sammen, som centralt. Endelig tænker jeg på change management. Som procurement skal vi promovere og konstant drive forandring, vi skal udfordre den eksisterende model. Det skal vi gøre for at udfordre og udvikle forretningen og for at sikre, at vi har det rigtige set-up. Det må være et grundprincip, at vi konstant er konstruktivt urolige for at gå i stå.

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DILForientering SEPTEMBER 2017 ÅRGANG 54

2

Hvilke udfordringer møder du i dit nuværende job?

Takeda går igennem en global forandring, som påvirker alle områder af virksomheden. Det er en utroligt interessant forandringsproces. Procurement er en af de afdelinger, som langt hen ad vejen driver, eller skubber, til den måde, ”vi plejer at gøre det på”. Det er selvsagt en stor udfordring med både små og større landvindinger, og nogle gange er der ting, man ikke får igennem, som man ellers gerne ville have gennemført. Men jeg betragter det lange træk, selve slaget, som vigtigere end hver enkelt kamp.

3

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

At bliver udstationeret og tage til Indonesien tilbage i år 2000. Det var begyndelsen på en professionel rejse på ni år, hvor jeg voksede enormt

på mange fronter. Jeg var pludselig landchef for Lufthansa Cargo i Indonesien med nærmeste leder to timers flyvning væk. Det var en herlig udfordring med mange områder, som krævede et ’make-over’. Jeg lærte meget om at drive en forretning som cargo carrier, om at arbejde med kunder og medarbejdere – og om at optimere forretningen helt generelt. På de tre år jeg var der, voksede vi 100 % og oversteg vores egen kapacitet, så jeg måtte ud og købe på markedet. Det var mit første møde med procurement. Udover denne oplevelse i Indonesien har min generelle trivsel i forandring bragt mig til mange forskellige roller inden for logistik og transport i forskellige brancher.

4

Hvad har været din største faglige aha-oplevelse?

Jeg synes, det er et svært spørgsmål, da

det for mig ikke er en enkeltstående oplevelse.

Det er derimod en lang sammenhæng af oplevelser, der for det meste er centreret omkring det at arbejde med og i en multikulturel organisation.

Som individer har vi alle vores personlige og professionelle perspektiv, der er formet af vores udgangspunkt – familie, uddannelse og samfund. For mig har det være utroligt givende at arbejde i organisationer, hvor jeg konstant bliver udfordret på mit forretnings- og personlige perspektiv. Det er herligt at få et andet og udvidet perspektiv på ting - også selv om det kan ændre de oprindelige planer. Jeg kan lide den dynamik, det driver i en organisation, og at det tvinger mig til at se nuanceret på tingene og samtidig holder mig på tæerne.

5

Hvad er dine mest markante karaktertræk – og hvordan bruger du dem som leder?

Jeg er meget involverende i mine beslutninger.

Jeg forsøger at fremskabe en vilje blandt mine medarbejdere til at stræbe mod ambitionerne for mit område. I Takeda har jeg fået feedback på,

at det er en meget skandinavisk stil, altså det at være involverende. Det kan være en udfordring for mine teammedlemmer i Asien og USA, som er mere chef-drevne. Ikke desto mindre så tror jeg på, at den involverende lederstil giver resultater på den længere bane.

6

Hvordan bruger du dit netværk?

Jeg må indrømme, at jeg ikke er god nok til at bruge mit netværk. Men når jeg endelig bruger det, så vil jeg gerne sanity-tjekke det, jeg og min organisation laver. Jeg er stor fortaler for vidensdeling - og ikke så meget for at opfinde den dybe tallerken gang på gang. Dog synes jeg naturligvis, at det er sjovt at være ’first mover’ nogle gange.

7

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

I Takeda betragter vi mit kategoriområde, Logistics & Warehousing, sådan lidt mellem direkte og indirekte indkøb, og her har vi meget fokus på at skabe gennemskuelighed i vores flow, volumener og spend. Det skulle egentlig være en simpel opgave, men det er det desværre ikke. Så transparens og gennemskuelighed er vigtigt og vil forblive det. Derudover er jeg overbevist om, at ”zero base budgetting” bliver mere og mere udbredt, hvilket vil sige, at man nulstiller budgettet hvert år og bygger det op fra bunden. For at have en god mulighed for at gøre det rigtigt, er det vigtigt, at forretningen og procurement arbejder samme om at finde det rigtige omkostningsniveau (baseret på de rigtige priser og leverandører), samt at sikre at forretningen kan forfølge mål og strategi. Jeg forventer også, at vi vil se et forøget fokus på spend-områder såsom konsulentydelser, og det vi kalder ’commercial spend’.

Her er der stadig noget, som kan udfordres, hvilket førnævnte ’zero base budgetting’ kommer til at adressere. /

DILForientering SEPTEMBER 2017 ÅRGANG 54 55

THE STATE OF THE CPO IN 2017 Earlier this year Ardent Partners published its twelfth annual CPO-focused research study entitled CPO Rising 2017: Tools of the Trade. This article is written by the report author and highlights some of the key findings from this year’s report. The data presented in this report was drawn from the survey responses of 313 CPOs and other procurement executives as well as more than 20 direct interviews with CPOs. 56

DILForientering SEPTEMBER 2017 Ă…RGANG 54

DET KAN DU LÆSE OM ❙❙ Manglen på automatisering i indkøbsprocessen er en kritisk blind vinkel for den gennemsnitlige indkøbsafdeling ❙❙ Indkøbschefer er nødt til at gentænkte deres syn på teknologi og investere i ny teknologi ❙❙ Denne artikel præsenterer hovedelementerne af rapporten CPO RISING 2017: Tools of the Trade.

FOTO: SHUTTERSTOCK

BY ANDREW BARTOLINI, CHIEF RESEARCH OFFICER, ARDENT PARTNERS

T

he advances of the procurement profession and the rise of the CPO are among the most notable business achievements of the early 21st Century. And yet, the lack of process automation tools in place at the average procurement organization today represents an organizational blind spot that leaves many procurement departments unnecessarily exposed to problems lurking around the corner with

an inability to shift gears in response to new information or demands. It is incumbent upon CPOs to “adjust the mirrors” and pull all the levers that drive productivity and results. They must foster the organizational innovation that is needed to bridge the current technology gap and build agile organizations that are responsive to the changing needs of the business and shifts in supply markets.

Ardent Partners’ analysts have conducted several hundred research studies over the past decade that focused on the intersection of procurement people, process, and technology. In this research, a majority of CPOs have repeatedly stated that among the different competencies that their pro-  DILForientering SEPTEMBER 2017 ÅRGANG 54 57

curement organizations possess, “leveraging technology to drive business value” is one of the least-developed and lowest-rated.

The problem with technology has been recognized and the road to recovery is open; but, it remains a road less-travelled. Most organizations have not truly hit rock bottom and as a result, they struggle on with their problem, never seeking a cure. The enablers of mediocrity must be challenged and a CPO intervention is needed to break the bad habits that have been taking a toll on the department and its corporate family.

Start today, follow the steps, and take it one day at a time. Before addressing technology, let’s first start with a look at the pressures and strategies that are driving CPOs this year.

The CPO’s Agenda 2017: Same Pressures, New Responses

When CPOs were asked to identify the “top two” business pressures facing their organizations in 2017 as part of this research study, the responses were quite similar to those seen in last year’s edition of this report, CPO Rising 2016: The Art and Science

of Procurement. The pressure to “find more savings” (39 %) maintained its position as the CPO’s top business pressure this year, but that pressure remains much lower than it was just a few years ago, continuing a multi-year downward path. Conversely, the need to “better communicate the procurement department’s value and performance” (33 %) and “increase procurement’s effectiveness and influence” (25 %) are trending flat while remaining the second and third most common pressures facing CPOs this year. Actions speak louder than words, but from a prioritization standpoint, CPOs believe that they need better and stronger words to market and explain their actions.

The two pressures are inextricably linked but belie the fact that strong leadership is needed from the CPO in the form of both marketing and execution.

Leading CPO Strategies

In 2017, internal collaboration remains among the top strategies in the CPO’s arsenal (identified as a top strategy by 41 % of all CPOs), but this year it has been displaced by the drive to “improve the use of

THE CPO’S TOP STRATEGIES FOR 2017 Improve use of technology

37%

Improve communication with stakeholders

35%

41%

41% 45%

Improve collaboration with line-of-business leaders Improve staff capabilities with more/better training and better hiring practices

25%

31%

26% 24%

Optimize current systems and processes

24%

Improve collaboration with suppliers

2017

Figure 1. S ource: Ardent Partners - 2017

58

44%

DILForientering SEPTEMBER 2017 ÅRGANG 54

2016

35%

technology” (44 %) by investing in new systems and/or improving current ones (see Figure 1). An element of the change may have been driven by the “self-selection” nature of the research topic, but a nearly 20 % increase in this strategy is notable for several reasons. Similar growth is also seen with the next most popular strategy in 2017, “improve internal communication with stakeholders” (41 %). Finding the right internal platforms to use and developing a messaging style that meshes with the larger enterprise can take time. Instead of seeking outside help, try to tap into internal marketing and communications resources for tips and guidance. Most professionals are happy to share their wisdom – flattery and a cup of coffee may also help.

Bridging the Gap

Major technological change does not simply pervade the modern world, it has come to define it. Today’s blistering pace of innovation makes it difficult to predict how citizens and businesses will communicate, collaborate, and transact twenty years from now, much less the tools that they will use to do so. Many find that future, one with uncapped opportunities, to be exciting and compelling. Others are more attuned to the level of uncertainty that exists when looking ahead and the level of fear and trepidation that it generates. Technology has always played a pivotal role in advancing society. What has changed over time are the tools, machines, and instruments that come to be defined as “technology.” The overall point is that new technologies are always emerging; and the most successful ones over time are universally adopted and become part of a regular routine, no longer even considered a technology.

Procurement technologies have been successful, but they are not yet routine and they are certainly not universally adopt-

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ed. During the heady days of the late-1990s to early-2000s B2B internet craze, supply management technology frequently topped the list of popular, modern technologies and a global revolution seemed imminent.

The reality is that most new technology trends fall short of initial expectations and predictions on growth and adoption, and this market was no different. To start, new technology segments are usually created by a group of visionaries who have identified an opportunity or problem and a way for new technology to address it.

Twenty years ago, the lag between the introduction of a compelling new idea or vision and the release of the technology product that enabled it was lengthy. And, there is almost always a gap between what can be imagined and sold and what can actually be built and delivered. Procurement technology fell into this same trap.

An amazing vision and opportunity for procurement was not matched by the earliest solutions in the market and the first wave of this industry crashed. It took time, but the solution providers that survived  DILForientering SEPTEMBER 2017 ÅRGANG 54 59

and the new ones that emerged have been able to get the industry back on course. Although far from perfect, the procurement solutions today have advanced significantly since the early days and have come much closer to modeling procurement’s common processes and supporting their desired outcomes.

Tools of the Trade

It is important to consider the organizaImprove use of technology tional mindset for action and investment (i.e. risk) because procurement organizations, as a whole, and CPOs, in particuImprove communication with stakeholders lar, frequently find themselves in the challenging position of having to improve their mprove collaboration with line-of-business leaders performance without an ability to increase their current stable of resources. The abilmprove staff capabilities with more/better training and better hiring practices ity to scale processes and expertise across a 25% growing spend portfolio is valuable, if not 26% Optimize current systems and processes critical, to the procurement teams seek- 24% ing to expand their influence and impact.

24% Improve collaboration with suppliers Technology, when it is well-deployed and used proficiently, offers a multiplier effect on a procurement team’s efforts and remains a key factor in optimizing operations and performance. Over the last five years,

supply management tools have become more user-friendly, accessible, and easily integrated with the enterprise’s technology infrastructure. As a result, their level of usage is increasing, albeit slowly. In turn, users are driving more volume and ultimately more value from them. Digital, automated tools have enabled fewer hands to transact greater volumes of tactical work, which has allowed CPOs and teams to shift their focus to the strategic parts of the business, 44% like37% relationship-building and long-term planning. They have also helped practition41% ers and leaders to extract more value out of 35% their processes by capturing and managing procurement data and converting it into 41% 45% intelligence; and then leveraging that intelligence to make faster, more informed deci31% sions across the source-to-settle process.

Adoption Levels

The successful users of procurement solutions 35% prove year-in and year-out the value that technology can play in helping scale a procurement operation and maximize its impact and performance. Yet, twenty years after the first procurement automation so-

PROCUREMENT TECHNOLOGY: CURRENT ADOPTION AND INTENTIONS

62%

eProcurement Contract Repository

44%

Supplier Performance Management

40%

eSourcing

45% 46%

53%

30%

Automated Spend Analysis

38%

42%

Supplier Information Managemet

37%

43%

Business Networks

41%

32%

Contract Authoring

Currently Use

21%

50%

Plan to Use (next 24 months)

Figure 2. S ource: Ardent Partners - 2017

60

28%

DILForientering SEPTEMBER 2017 ÅRGANG 54

lutions were brought to market, a fully-automated procurement department remains the exception and not the rule (see Figure 2). Across the full breadth of supply management solutions, the current adoption levels are highest for eProcurement (62 %) and eSourcing (53 %). There is clearly an opportunity for more organizations to adopt these two and the other solutions seen in Figure 2. In 2017, the CPO’s holistic view of processes is finally matched by the suite-based approach in selecting technology. RFPs for full suites (or multiple applications) have become the norm. The benefits of standard navigation and user experiences, common data standards and integrations, and even single sign-on have helped the market for technology suites reach a tipping point.

CPOs indicate that they plan to increase their investment in technology solutions over the next two to three years. This would drive current adoption levels well past 50 % for all applications in the survey and into the 80 % or 90 % range for some. It is worth noting that historically, procurement leaders have been unable to fully convert their technology investment plans into action. Although there are significant opportunities available for procurement organizations to adopt some or all of these tools in the near future, the pace of adoption should continue to be incremental rather than meteoric.

That the average procurement department still struggles to adopt and drive business value from its technology investments is less than ideal; but the challenges that organizations face in adopting enterprise technology are complex and not unique to procurement departments. Most other business functions struggle to automate their operations. That fact, however, does not excuse any procurement individual

and organization from aggressively trying to change that. Ultimately, this all means that the CPO’s technology strategy is more important than ever and it should be both well-constructed and, given the level of innovation in the market, regularly reviewed and refined.

Conclusion

There is no profession where a true master tradesman intentionally lays aside the core tools and equipment of their craft – skill, creativity, and dedication cannot replace them. While budget and resource constraints as well as perceived complexity often hinder investment in supply management technology, it has been clear for some time that some Chief Procurement Officers (“CPOs”) simply do not consider these solutions to be essential to what they are trying to accomplish. These CPOs are predominantly from an older generation and, while mistaken, come to their views honestly with careers that began well before the solutions first launched twenty years ago.

Nonetheless, just as today’s competitive market pressure and unprecedented innovation demand the constant reevaluation of supply markets, so too must these leaders rethink their technology strategies. Those CPOs that continue to resist automation and the other changes needed to enhance agility are manufacturing their department’s obsolescence. The time has come for many of these “old masters” to stop acting like apprentices and adopt a 21st Century approach to their business.

As CPOs continue to establish more broadbased approaches to performance measurement, any evaluation of a procurement department in 2017 and 2018 must necessarily include a review of technology usage and results. Today, many procurement teams struggle to draw value from their technology investments. But when the right approach in launching and managing techDILForientering SEPTEMBER 2017 ÅRGANG 54 61

nology applications is taken, the tools can be very powerful, particularly when used in combination. To be clear, instinct, logic, and experience in a manual procurement environment can drive great value, particularly in the early years of a transformation effort. But, the lack of automation across the source-to-settle process constrains procurement’s ability to maintain credibility and optimize operations and performance over the long-term. CPOs who expect to rise in the industry and drive procurement agility can no longer eschew technology.

Deploying the technology is only the first step – technology deployment and technology adoption are not the same thing. Having process automation tools in place does not mean that they are used well or used at all. “If you build it, they will come” is a movie cliché that does not apply to enterprise technology – high adoption rates of technology require focus, skill, and effort. Procurement teams, that prioritize the adoption of their solutions, position themselves to be more scalable and more agile since they can offload more of the “heavylifting” as well as tactical activities to software solutions and free its staff up to tackle higher-value tasks and planning. The good news for procurement organizations is that the solutions available in the market today are significantly more powerful, easier to use, and faster to deploy than they were just a few years ago. /

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DILForientering SEPTEMBER 2017 ÅRGANG 54

CPO RISING 2017 NOVEMBER 8 & 9 – BOSTON, USA Procurement executives are invited to join an elite group of CPOs and other procurement leaders at the CPO Rising 2017 Summit, an executive symposium hosted by Ardent Partners that will be held in Boston this November 8 and 9.

The conference has an unrivaled roster of speakers discussing best practices, the latest trends, and innovation that can impact your organization immediately.

Members of DILF who register before September 30 can use the following promotion code: CPOR17-DILF and receive a 50 % discount on the conference price (practitioners only).

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nye medlemmer Purchaser Marianne Agerskov, ABB A/S Demand Planning Manager Flemming Højsager Persson, Abena Global Supply A/S Senior Category Manager Tina Kulas-Østergaard, Coloplast A/S Strategic Procurement Specialist Anne Kolind Brask-Thomsen, Daka Denmark A/S Category Manager Henrik Bendixen, Danfoss A/S SCM Coordinator Michael Rykov, Dantherm Air Handling A/S Director, Global supply chain Paul Wiberg-Jørgensen, DGS Denmark A/S Økonomisupport Camilla Dahl, DILF Redaktør af nyhedsbrev Karoline Bliesmann Aastrup Petersen, DILF Layout Support Sarah Louise Schøne, DILF Manager Jeanette Skovgaard Kokholm, DONG Energy Oil & Gas A/S Senior Contract Manager,Cables Claus Gaarskær, DONG Energy Wind Power A/S Supply Chain Coordinator Jacob Højfeldt Christensen, EC Power A/S Indkøber Jes Lindholm Jensen, Eniig Forsyning A/S Global Supplier Relationship Management Morten Nørgaard Nielsen, FLSmidth A/S Planning Manager Henrik Hartvig Jørgensen, Foss Analytical A/S

Category Manager Ulla Green Mortensen, Haldor Topsøe A/S Project Manager Pia Ravnborg, Hilding Anders Danmark Purchase Manager Jesper Andersen, Hoyer Country Manager Lars Flygenring, JUMO Måle- og reguleringsteknik

Logistikkonsuelent Allan Romvig Jensen, Region Midtjylland - Indkøb og Medicoteknik Udbudskonsulent Susanne Nielsen, Ringsted Kommune Head of Sales Denmark Jan Rasmussen, Sandvik A/S Lagerchef Dan Allan Nielsen, Sanistål A/S

Assistant Planner Susanne Weje, Kamstrup A/S

Purchase Manager Preben Schultz, Scanvaegt Systems A/S

Sales executive Claus Bruus Olesen, Lector ApS

Strategisk Indkøber Hanne Jensen, SEAS-NVE Holding A/S

System- og Procesansvarlig Rikke Kruse Stensgaard, NCC Danmark A/S

Strategisk Indkøber Lars Bojsen Jepsen, SEAS-NVE Holding A/S

Senior Supply Chain Director Esben Jansen, Nissens A/S Indkøber Sanna Bomholt Rasmussen, Nordic Sugar A/S Director Niels Otterstrøm Jensen, Novo Nordisk A/S Purchasing Manager Michael Mortensen, OJ Electronics A/S Category Manager Christopher Broe, PANDORA A/S Business Analyst Claudiu Luchian, PANDORA A/S Director, Global Procurement Mikkel Husby, Radiometer Medical ApS Logistikkonsulent Sigrid Karkov Andersen, Region Hovedstaden - Logistik & Forsyning Logistikchef Claus Davidsen, Region Midtjylland - Indkøb og Medicoteknik

Supply Manager Niels Chr. Antvorskov, Tetra Pak Processing Systems A/S Indkøbschef Berit Bonnesen, Tivoli A/S Strategic Purchaser Carina Augsburg, Toms Gruppen A/S Lagerchef Søren Kaare Nielsen, Triscan A/S Demand Planner Pernille Toft, Tvilum ApS Project Procurement Manager Carsten Brunsten, Valmet AB Lecturer Gitte Villemoes Larsen, VIA Erhverv Global Master Data Manager Christian Homann, Wrist Ship Supply Head of Third Party Manufacturing Management & Sourcing Steffen Høegh, Xellia Pharmaceuticals ApS Konsulent Henrik Holm Pensionist Lars Lynge Studerende Michael Højland

Teknisk Indkøber Mark Serup Skotte, Fritz Schur Energy A/S

Logistikkonsulent Anne-Katrine Nedergaard, Region Midtjylland - Indkøb og Medicoteknik

Studerende Michael Tuan Nguyem

Supply Chain Manager Peter Hvidegaard, H. Jessen Jürgensen A/S

Logistikkonsuelent Marie Lass, Region Midtjylland - Indkøb og Medicoteknik

Studerende Houda Sawan

Studerende Signe Marie Hansen Studerende Johan Thomas Neergaard Studerende Heidi Kabel

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DILForientering SEPTEMBER 2017 ÅRGANG 54

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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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