DILForientering_18-1

orientering NR 1 · FEBRUAR 2018 · ÅRGANG 55

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SURPRISING SHIFT IN THE AUTOMAKERS RELATIONS WITH SUPPLIERS! 10

16

22

PLANNING Interview with Eric Wilson, Thought leader within planning

INDKØB Det traditionelle indkøb er udfordret – er sourcing excellence det nye sort?

SCM Cost-to-serve can help making your business profitable

INDHOLD

14

Lønstatistik: Se udviklingen for både logistik og indkøb for 2017

10 PLANNING · INTERVIEW · Interview with Eric Wilson, Director and Though Leader within planning

by Lærke Kartvedt, DILF

14 LØN · SURVEY · DILFs lønstatistik 2017

af Annette Fjøs, DILF 16 I NDKØB · ARTIKEL · Det traditionelle indkøb er udfordret – er sourcing excellence det nye sort?

af Morten M. Møller, Aalborg Universitet 22 S CM · THE DANISH SUPPLY CHAIN PANEL · Cost-toserve can help making your business profitable

by Jan Stentoft, University of Southern Denmark and Christopher Rajkumar, University of Southern Denmark

28 I NDKØB · INTERVIEW · 7 skarpe for Anders Hylleberg

by Lærke Kartvedt, DILF

34 S RM · MÅNEDENS ARTIKEL · Surprising shift in the automakers relations with suppliers!

by John W. Henke, Planning Perspectives, Inc.

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40 S CM · ARTIKEL · Praktisk anvendelig efteruddannelse: HD i supply chain management ved Syddansk Universitet

Interview: Meet Anders Hylleberg from Ørsted Wind Power in 7 skarpe

af Jan Stentoft Denmark, Syddansk Universitet og Ole Stegmann Mikkelsen, Syddansk Universitet

46 S CM · ARTIKEL · Big data analytics: Winners of the next decade

by Zahra Azimi and Henrik Knak, Syncronic DET FASTE

4 Leder Opslagstavlen 6 8 Kort nyt

46

Big data analytics: How can you become winners of the next decade?

30 Kursusoversigt 52 Nye medlemmer 53 Arrangementskalender

Konference

LAGER 2018 15. marts, Middelfart Bliv opdateret omkring fremtidssikring af dit lager på LAGER 2018

Program: • `Forvandlingen af COOP´s e-handels lager´- Projektleder Capability i COOP logistik og forretningsudvidelse, COOP Danmark

building

• `Vejen fra manuel til automatiseret lagerdrift - gennem organisk vækst´ - Unit Manager DC Kolding & Lean Project Manager, Alfa Laval A/S • `Boozt - i et logistisk perspektiv´ - COO, Boozt Fashion AB • Indlæg Capability building

• Lagerbesøg på Alfa Laval´s Distributionscenter i Kolding

Capability building

LEDER

Anders Høeg formand for DILF

Fuld damp på kedlerne!

Så kom der endelig fuld damp på kedlerne i det globale opsving og især i Europa, hvilket er særdeles positivt.

Det globale PMI er på højeste niveau i mere end tre år, og det er ”developed world”, der fører an.

Dette mærkes også herhjemme - og heldigvis også i DILF. Vi har endelig fået gang i vores første hold på SRM uddannelsen, som har afviklet de første to moduler succesfuldt, ligesom forløbet allerede har kørt flere steder som inhouse kursus med stor succes.

Udfordringen i mange virksomheder er dog, at når de har budgetter til kompetenceudvikling, har de ikke tid, fordi de har så travlt – og når de har tid, har de ikke noget budget. Det er selvsagt en farlig cocktail på sigt, så få nu gjort noget ved det, mens der er midler til det…

I DILF er vi ved at have årets aktivitetsplaner på plads, og vi forventer, at opsvinget også vil smitte lidt af på tilstrømningen til vores mange arrangementer.

Så meld dig til i god tid, så er du sikker på en plads!

DILForientering

Ligeledes oplever vi god interesse for vores faciliterede netværk, så er du på jagt efter netværk, inspiration og nye impulser, skulle du måske checke dem ud på hjemmesiden.

I dette nummer af DILForientering kan du læse om John Henkes årlige undersøgelse af leverandørrelationer i bilindustrien og om det overraskende skift, der er sket i placeringen på ranglisten. Du kan ligeledes læse et interview med forecast eksperten Eric Wilson, der deler sine tanker om en mulig transformation af S&OP. Vi bringer desuden i dette nummer lønstatistikken for indkøbere og logistikere fra 2017.

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), Lærke Kloster Kartvedt Grafisk tilrettelæggelse: Katrine Juel Tødsø (Øjeblik), 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: 9. april 2018 Næste nummer udkommer: 14. maj 2018. DILForientering udkommer fire gange årligt. Gengivelse af indholdet eller dele heraf er kun tilladt efter forudgående aftale med redaktionen. Indholdet i artiklerne udtrykker ikke nødvendigvis DILFs holdninger. DILF forbeholder sig ret til at afvise materiale, der ikke stemmer overens med foreningens interesser. Der tages forbehold for trykfejl.

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DILForientering FEBRUAR 2018 ÅRGANG 55

Capability building

Ønsker du sparring og idéer?

- kom med i et af DILFs faciliterede netværk

NETVÆRK 1: DIREKTE INDKØB Medlemsvirksomheder: ❙ GN Audio A/S ❙ Danfoss Power Electronics A/S ❙ Xellia Pharmaceuticals ApS ❙ Syntese A/S ❙ Dansteel A/s ❙ Struers ApS NETVÆRK 2: INDIREKTE INDKØB Medlemsvirksomheder: ❙ Coop Trading A/S ❙ COWI A/S ❙ NCC Construction Danmark A/S ❙ VELUX A/S ❙ LEGO Systems A/S ❙ Biogen ApS ❙ SEB NETVÆRK 3: STRATEGISK INDKØB Medlemsvirksomheder: ❙ JØRGEN KRUUSE A/S ❙ Emerson Process Management ❙ Dansensor A/S ❙ Kamstrup A/S ❙ Quilts of Denmark A/S ❙ Scanvaest system A/S ❙ Nel Hydrogen A/S ❙ Glud & Marstrand A/S ❙ IZICO FOOD Group A/S ❙ Akasel ApS

Pris: 6.999 kr. for et års medlemskab (kun for DILF medlemmer) Læs mere på www.dilf.dk eller kontakt os på 3321 1666

Capability building

Capability building

opslagstavlen

CERTIFIED BUSINESS TO BUSINESS NEGOTIATER-UDDANNELSEN

LØNSTATISTIK 2017 Årets lønstatistik er nu klar, og du kan læse et uddrag af den i dette blad.

Forhandler du til dagligt med eksterne kunder og leverandører? Eller bliver forhandlingsevnerne sat på prøve internt? DILFs eftertragtede forhandlingskursus skærper både forhandlingsevner og bevidsthed om egen tilgang til forhandlinger.

Uddannelsen starter d. 4. april 2018.

PERSONLIGHEDEN I INDKØB HAR DU SET VORES NYE KURSUS- OG UDDANNELSESKATALOG?

Efter flere henvendelser fra jer medlemmer har vi valgt at gentage succesen med at afholde arrangementet “Per­sonligheden i indkøb” igen – denne gang i Aarhus den 12. april.

ÅRETS FØRSTE KONFERENCE ER HER! Den 28. februar skyder DILF året i gang med vores tilbagevendende planlægningskonference i København.

Konferencen giver indsigt i de sidste nye tendenser og viden inden for de områder, der netop nu behøver fokus for at kunne styrke vores organisationer. Et interview med en af talerne Eric Wilson, Thought Leader specialist inden for forecasting, kan findes i bladet.

KU

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Ind

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Hold dig opdateret på spændende kurser og uddannelser i 2018!

FAGLIG FORKÆLELSE Fik du ikke læst dem? Her er de 5 mest læste artikler i vores ugentlige nyhedsbreve i løbet af vinteren. God læselyst!

1. Why digital procurement and why now? (www.accenture.com) 2. Wil procurement be the hottest job of the decade? (www.forbes.com) 3. How to transform the supply chain for omnichannel retailing (www.inboundlogistics.com) 4. Why connected manufacturing should be your top priority in 2018 (www.industryweek.com) 5. Procurement 4.0 – The Digital Makeover (www.scmr.com)

GENERALFORSAMLING DILF indkalder, den 14 maj kl.16, til generalforsamling.

Tilmelding kan ske via mail@dilf.dk senest d. 16 april.

Ses vi?

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DILForientering FEBRUAR 2018 ÅRGANG 55

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INDKØB AF RÅVARER 15. maj, København

Timing af indkøb og indkøbsforbedringer og risikostyring af råvarer er kommet øverst på dagsordenen i mange virksomheder.

Det stiller stigende krav til indkøb om at håndtere dette område mere proaktivt, ikke bare for at undgå prisstigninger, men også for at sikre stabilitet og forudsigelighed i virksomhedens indtjening.

Få indsigt og metoder til at se længere frem end dine konkurrenter, og udnyt dette halvdagsarrangement til at forbedre din virksomheds konkurrenceevne.

Capability building

kort nyt

ER FESTEN SLUT FOR BITCOIN? Efter en flyvetur mod himlen lader festen til at være slut for bitcoin. I december var enhedsprisen på bitcoin hele 20.000$. Nu dykker prisen på bitcoin på de forskellige børser og ligger i dag på det laveste niveau længe.

Læs artiklen ´Festen slut for bitcoin’ på www.computerworld.dk

KUNSTIG INTELLIGENS - FRA DATA TIL HANDLING! Kunstig intelligens er ikke blot et “køb og brug” produkt. Virksomheder kan ikke blot “købe intelligens” og anvende det på deres problemer. Selvom elementer af kunstig intelligens er tilgængelige på markedet, sker det hårde arbejde med at styre samspillet mellem data, processer og teknologier internt i organisationen.

Læs artiklen ´Putting artificial intelligence to work´ på www.bcg.com

HURRA FOR DANSKE VIRKSOMHEDER! Det går godt i danske virksomheder for tiden. Der er fremgang i salget, ordrebøgerne bliver tykkere og tykkere og beskæftigelsen er de seneste godt fire år steget med over 180.000 private arbejdspladser.

Læs artiklen ´5 gode grunde til at heppe højlydt på danske virksomheder´ på www.business.dk

LAV EN STRATEGISK SOURCING STRATEGI

HVORDAN INDKØB KAN BANE VEJ FOR INNOVATION

De teoretiske fordele ved at stole på ét selskab, i stedet for flere, er klare: mindre tid tabt med jonglering mellem de forskellige selskaber, større gearing, som følge af at være en vigtigere kunde og nedsat risiko, forudsat at din partner er troværdig, m.v. Omvendt virker det også risikabelt at have alle æblerne i en kurv. Så hvad er den bedste sourcing strategi?

Nogle vil mene, at der er en indbygget konflikt mellem indkøb og innovation, så hvilken rolle kan indkøb spille? Idéer og kreativitet er fundamentet for innovation, men de kan ikke alene skabe innovation. De idéer skal kunne konverteres og blive til faktiske produkter og tjenester, således at det kan implementeres og danne grobund for nye idéer, og her kommer indkøb på banen.

Læs artiklen ´Devising an optimal sourcing strategy´ på www.themanufacturer.com

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DILForientering FEBRUAR 2018 ÅRGANG 55

Læs artiklen ´How procurement can enable innovation´ på www.cips.org

Problemer kan være komplicerede.

Det kan løsninger ikke.

Globalisering. Digitalisering. Bureaukratisering.

Erhvervslivets problemer er de sidste tyve år eksploderet i kompleksitet.

Men én ting har ikke ændret sig. Løsningerne på problemerne kan aldrig være komplicerede. Hvis de er komplicerede, er de ikke løsninger, men nye problemer.

Lyder det nemt? Det er det ikke.

Verden er til at forandre. Velkommen på www.implement.dk

10126_BNY annonce_210x280.indd 1

19/01/11 15.26

INTERVIEW WITH ERIC WILSON, DIRECTOR AND THOUGHT LEADER WITHIN PLANNING

On February 28 th DILF will be hosting a planning conference in Copenhagen. Amongst the many talented speakers is thought leader and writer Eric Wilson who will be joining us at the conference.

We were lucky enough to have him give a little preview of what he will bring to the table on the 28 th – enjoy.

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DILForientering FEBRUAR 2018 ÅRGANG 55

ERIC WILSON

BY LÆRKE KARTVEDT, EDITOR, DILF

What do you believe is the main issue in regards to Business planning?

The main issue is that people are still siloed and functional and you have finance departments, supply chain departments, forecasting departments and operational departments, and even though we have talked about it for years, we are still not collaborating and working together like we should. With the data evolution that is happening within data-analytics we need to start working more collaboratively, because we now have the tools we just need to start utilizing them better.

Do you believe that S&OP and integrated business planning of today may have difficulties to keep up with where the evolving market is going?

There is increased complexity and we need to synergize even more on functional areas, data, and disjointed metrics and goals.

S&OP and IBP is really becoming a supply chain process and we need to make it a business process. What we need is a business process which is a top down approach to the functions that then brings the functions together. Cycles are getting shorter, not only product life cycles but planning cycles - people are generally looking at S&OP as a balance of supply and demand, and while that is one aspect, you can now do that with technology in minutes. S&OP is too often aligned to how we operate and less about how we run our business. Companies are more than balancing sales and operations but many competing objectives that change. If EBITA is what drives your company one month and cash flow another, why are we not focusing on those goals?

Eric Wilson is a predictive analytics and business planning innovator, accomplished author, and speaker. He is the Director of Business Planning at Escalade Sports as well as the Director of Thought Leadership at the Institute of Business Forecasting & Planning (IBF). He is a Certified Professional Forecaster (CPF) with over 20 years’ experience.

Don´t miss out on Planning Conference on February 28th where specially invited supply chain specialist and key note speaker Eric Wilson will share some of his knowledge.

How will you describe the process of this facelift?

It’s a transformation, cause it’s a transformational process that needs to occur.

We have treated this as a change management for a while. Companies have mastered the change management; the problem is that this is not change management.

In a change management project, you may provide incremental improvements which can be sustained with ongoing thought, effort, and persistence but it will be difficult to sustain. Transformation management changes the mindset of people, it is a process that shifts the entire organization into a new way of thinking and planning that sustains itself.

Do you believe that geographic plays a role in the severity of transformation?

I do think geography plays a role. You have different regions who you see are more mature in the process, or adapt processes differently. Taking as an example; Denmark, Germany, Netherlands and Sweden, this area is generally more process oriented, and are more reasoned and logical and follow the processes better. It works better into business processing and best practices, so you are a little bit ahead of the curve.  DILForientering FEBRUAR 2018 ÅRGANG 55 11

When you look at areas more south like France and Italy, the focus is more on relationships. It’s not that they don’t have processes, the relationships just come first.

What you see, is not the processes more strictly followed, but more collaboration and things happening in different ways.

This makes them land not so high in the maturity curve in the S&OP, but it does land it self higher in other processes, that works better in those areas. Geographic’s definitely plays a key role in how it’s adapted.

Is the S&OP process improvement an illusion?

As I describe in my article; “the emperor wears new clothes” it has been an illusion in all the years that we have had S&OP. We did a survey where we compared companies who had S&OP, versus all companies combined which included a third of companies which didn’t have S&OP. What we saw when we did that survey was that there were no measurable advantages for the companies who said they had S&OP, versus all companies combined, including the third who said they didn’t have S&OP. S&OP has been a “crutch” in that we may be thinking we are getting results that we may not be getting and I think one of the reasons we’ve been lying to our selves and creating this illusion, is that there are so much money that has been tied into advancing the S&OP practice. There is a lot of resources which the executives have put into the process within the organization, that we kind of kid ourselves and say, “hey this has to work because we have put so much behind it”. I don’t want to make the impression that S&OP is not a valuable process. I think it is a valuable process, and I hope that we get to a place where we can question what we do with S&OP. I think we need an S&OP process, I do however, think that we need to understand what it 12

DILForientering FEBRUAR 2018 ÅRGANG 55

is, and how to build upon it. I am not saying that we need to throw the baby out with the bathwater. We don’t have to completely throw away S&OP just because there is something not working inside of it. We just need to understand how we can have an honest conversation and advance it.

Will people leave the Planning Conference with knowledge how to avoid the gaps in planning and how to transform business efficiency planning?

Yes, I think these conferences are critical. The conference coming up now, has a good line of speakers. The forums and the panel are phenomenal and the case studies are important as well. There will be questions from the moderators and from the audience, which makes this a great forum to start having that honest conversation and making that foundational place. That said I don’t think we need to throw away S&OP there is just something within it that doesn’t work and we need to understand those gaps and what is working, and the best way to do that is to go and hear other companies that do have it working. Just because many companies with S&OP doesn’t work it doesn’t mean that the companies that do work and have a working operational process isn’t relevant to hear and learn from. This is business efficiency planning or BEP, which I will be talking about, on which the S&OP planning is build on.

But you really need those building blocks and S&OP, hearing those gaps, going to these conferences, hearing what other companies are experiencing and learning, and understand what is and isn’t working for you. This is critical and I am sure this conference is going to be very good and helpful! /

Conference

PLANNING Join the planning transformation and sign up for our PLANNING CONFERENCE on February 28th in Copenhagen

Program: • US KEYNOTE SPEAKER - `New Attitudes for S&OP to Keep Pace with Evolving Markets´ - Eric Wilson, Director of Thought Leadership at the Institute of Business Forecasting & Planning (IBF)

Capability building

• `Demand Planning – one step back, two steps forward´ - Global Supply Chain Planning & MBM Director Operations, Mölnlycke Health Care • `PANDORA Demand Planning Revolution´ - Director of Supply Chain Development & Group Operations - Group Supply Chain, PANDORA • `S&OP – the Danfoss Cooling journey towards one common language´ - Director of Global Sales & Operations Planning, Danfoss A/S

Capability building

• `Workshop - People and change management is the key to develop your S&OP´ - Partner at Implement Consulting Group & Supply Chain Specialist Eric Wilson, IBF

Capability building DILForientering FEBRUAR 2018 ÅRGANG 55 13

VINDERE I DILFS LØNSTATISTIK Blandt deltagerne i DILFs lønstatistik 2017 er der blevet udtrukket tre vindere af en gratis konferenceplads efter eget valg til en af DILFs mange interessante endagskonferencer i 2018.

Alle vindere har fået direkte besked.

DILFS LØNSTATISTIK 2017 Få et overblik over gennemsnitslønninger for indkøb og logistik i 2017

AF ANNETTE FJØS, PROJEKTLEDER, DILF

Tilbage i december offentliggjorde Dansk Indkøbs- og Logistik Forum lønstatistikken for 2017. Statistikken er en undersøgelse foretaget blandt DILFs medlemmer baseret på lønninger fra oktober 2017. Det er nu 18. gang, at DILF udarbejder lønstatistikken for ansatte inden for indkøb og logistik. Denne gang er statistikken baseret på besvarelser fra 526 personer, hvoraf 375 arbejder i indkøb og 151 i logistik. Vi er meget glade for opbakningen, som DILFs medlemmer har vist os, og vi vil meget gerne takke alle dem, der tog sig tid til at deltage i statistikken.

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DILForientering FEBRUAR 2018 ÅRGANG 55

Lønstatistikken er opdelt efter arbejdsopgaver med ét område for indkøb og ét område for logistik. Inden for begge områder beregnes gennemsnitslønninger i forhold til en række parametre. Derudover er hvert område opdelt i fem kategorier i henhold til DILFs kompetenceprofiler, som kan findes på DILFs hjemmeside. Disse rangerer fra kategori 1, der f.eks. omfatter assistancefunktioner, til kategori 5, som bl.a. omfatter CPOs. Kategorierne er således beskrevet via opgaver og typiske stillingsbetegnelser og kan betragtes som et kontinuum. Alle kategorier tager udgangspunkt i fire kompetenceelementer:

FOTO: SHUTTERSTOCK

Vinderne er: Carsten Jensen fra Ib Andresen Industri A/S Peter Hvid fra Würth Danmark A/S Mia Dos Santos Dias Rasmussen fra Mocon Europa A/S

funktionsspecifikke kompetencer, forretningskompetencer, personlige egenskaber samt ledelseskompetencer.1

Tabel 2 viser gennemsnitslønninger i logistik. Tabellen viser, at gennemsnitslønningerne er steget i alle kategorier med undtagelse af kategori 2, der er faldet minimalt.

I kontrast til dette står gennemsnitslønningerne for kategori 5, der er steget væsentligt siden 2016, nemlig med hele 11 %.

Tabel 1 viser gennemsnitslønninger i indkøb for 2017 for hver af de fem kategorier. Her ses det, at gennemsnitslønningerne for kategori 3, 4 og 5 har holdt nogenlunde samme niveau som 2016. Til gengæld ser vi en relativ høj stigning for gennemsnitslønningerne for kategori 2, der er steget med 6 %, og en stigning på 3 % for kategori 1.

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

GENNEMSNITSLØNNINGER I INDKØB, KRONER PER MÅNED

Stillingskategori

Kategori 1

Kategori 2

Kategori 3

Kategori 4

Kategori 5

33.185

39.345

47.708

60.494

83.780

3%

6%

-1%

0%

-1%

10% fraktil

27.013

31.240

35.920

46.600

60.000

90% fraktil

37.520

50.912

61.085

77.800

103.600

24

37

189

83

42

Kategori 1

Kategori 2

Kategori 3

Kategori 4

Kategori 5

37.852

39.149

48.793

60.494

91.606

3%

-1%

7%

1%

11%

10% fraktil

31.228

31.519

34.959

47.100

66.200

90% fraktil

45.020

45.926

67.550

77.885

116.340

20

12

40

52

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Gennemsnitsløn 2017 Ændring side 2016

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

GENNEMSNITSLØNNINGER I LOGISTIK, KRONER PER MÅNED

Stillingskategori Gennemsnitsløn 2017 Ændring side 2016

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

DILForientering FEBRUAR 2018 ÅRGANG 55 15

DET TRADITIONELLE INDKØB ER UDFORDRET – ER SOURCING EXCELLENCE DET NYE SORT? Resultater fra Sourcing Excellence projektet støttet af Industriens Fond

DILForientering FEBRUAR 2018 ÅRGANG 55

FOTO: SHUTTERSTOCK

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AF MORTEN MUNKGAARD MØLLER, ASSOCIATE PROFESSOR, AALBORG UNIVERSITET

Introduktion Dansk erhvervsliv står også i disse år overfor store udfordringer. Danske lønninger er høje og ofte højere end i de lande, vi normalt sammenligner os med. Det gør, at dele af produktionen i Danmark er omkostningstung. Derfor har mange virksomheder outsourcet meget af den produktion, der ligger til grund for deres endelige produkter, så det, der tidligere har været in-house produktionsopgaver, skifter karakter til at være en sourcing-opgave hos eksterne underleverandører.

En af de mest gennemgribende kendsgerninger for danske industrivirksomheder er det faktum, at balancen er tippet i virksomhederne. Tidligere foregik størstedelen af værdiskabelsen inden for virksomhedens fire vægge. I dag er det omvendt. Nu foregår op til 80 procent af værdiskabelsen i leverandørnetværket uden for virksomhedens fire vægge.

strategimæssigt klædt på til at løse den nye opgave med at varetage en ekstern værdiskabelse.

Paradokset i virksomhedsstyrelsen Vores projekt viser, at virksomhederne mentalt stadig lever i den “lukkede virksomhedstype”, som er orienteret imod, hvad der foregår inden for virksomhedens fire vægge. Virksomhedernes fokus er på selve virksomheden og ikke på den udvidede virksomhed, selvom mellem 60 - 95 procent af værdiskabelsen sker eksternt hos forskellige typer af partnere, leverandører og aktører, hvor spændet selvfølgelig afhænger af den konkrete virksomhed. Det udgør en stor kontrast i forhold til forskningslitteraturen, der anviser og plæderer for, at virksomheders fokus skal skifte fra et internt fokus til fokus på den udvidede virksomhed og det netværk af leverandører, som virksomheden indgår i.

Dette er et paradoks, som bedst illustreres ved, at mange virksomheder gør meget ud af deres HR-strategier med implementering af mussamtaler, talent- og kompetenceudviklingsprogrammer m.m.

How can you manage

Det opstiller naturligvis en helt ny opgave for den leverandørvendte del af virksomheden, nemlig indkøbsafdelingen.

Vi har i dette projekt om sourcing excellence i danske industrivirksomheder horizontally when you are undersøgt, hvordan virkorganized vertically? somhederne tackler denne nye opgave.

Vi kan konstatere, at virksomhederne her har et efterslæb.

Indkøbs- eller sourcing afdelingerne er ikke hverken kompetence-, ressource- eller

Det vil sige, at der investeres i programmer for udvikling af den medarbejdermæssige ressource (intern ressource), mens der ikke på samme måde investeres i leverandørbasen (ekstern ressource).

Det er tankevækkende at se nærmere på,  DILForientering FEBRUAR 2018 ÅRGANG 55 17

hvor store investeringer industrivirksomhederne har foretaget i deres interne produktionsapparat, på lean-projekter m.m. og sammenligne denne investeringsgrad med deres investeringsgrad i den eksterne ressourcebase. Hvor den interne ressourcebase står for 80 procent af ressourceindsatsen, udgør den reelt kun 20 procent af værdiskabelsen (Pareto-regel). Så indsatsen har været ensidigt internt fokuseret, og de eksterne ressourcer har været negligeret eller overset.

Det er et paradoks, når de endelige produkter fra virksomheden er sammensat af en kombination af interne og eksterne ressourcer, hvor det er de eksterne ressourcer, der udgør den primære kilde til værdiskabelse.

Paradokset er således, at vi fokuserer på det, der egentligt ikke bibringer særligt meget og overser det væsentlige, nemlig den eksterne værdiskabelse som dog selvfølgelig skal ses i sammenhæng med den interne værdiskabelse i virksomheden. Pointen er, at de fleste virksomheder overser potentialet i at komplementere de interne ressourcer med eksterne ressourcer, udenfor virksomhedens fire vægge.

Vores observationer Vi foretager mange observationer i vores undersøgelse, men en af de mest centrale er, at mange virksomheder ser kategoritænkningen eller category management, som det mest centrale virkemiddel for at håndtere den stigende kompleksitet, som den nye indkøbsopgave indebærer. Det, tror vi, er rigtig set. Vi kan dog også konstatere, at disciplinen “category management” generelt ikke er forstået særlig godt, og at implementeringen af kategoritænkning indtil videre er meget mangelfuld. Category management lægger op til mere tværorganisatorisk samarbejde mellem afdelingerne, idet afdelinger som for eksempel strategisk indkøb, logistik, kvalitet og produktudvikling i høj grad er slået sammen via enten indkøbskategorier eller på projektmæssig basis. Organiseringen af 18

DILForientering FEBRUAR 2018 ÅRGANG 55

SOURCING EXCELLENCE Sourcing Excellence projektet er et forskningsprojekt på AAU med støtte fra Industriens Fond. Projektet fokuserer på nye modeller inde for strategisk sourcing, samt hvorledes man kan få mere ud af produktet når man ikke udelukkende fokuserer på interne ressourcer, men ligeledes sætter fokus på eksterne ressourcer.

virksomhederne bliver altså mere projektorienteret og matrixlignende med samarbejde imellem afdelingerne, og ofte vil der dannes projektteams, som refererer til en chef, der sidder i indkøbsorganisationen og har kommercielle interesser og KPI’er.

I praksis betyder dette, at der i større omfang fokuseres på indkøbets vigtighed i virksomhedernes øvrige organisatoriske funktioner.

Konsekvensen af det øgede fokus på de kommercielle aspekter betyder, at netop båndene mellem R&D-afdelingen (teknikerne) og SCM-afdelingen (indkøberne) svækkes og lider skade. Det sker, fordi man i sin iver efter at lave prisbesparelser glemmer at adressere, hvordan den optimale produktportefølje burde se ud. Mange specialdesignede komponenter kan med fordel saneres væk, men der vil også være områder, hvor specialdesignede komponenter har deres berettigelse og samlet set skaber stor værdi. Sagt anderledes, kommer mange virksomheder galt afsted, da man for ensidigt fokuserer på pris alene og ikke værdien af det indkøbte emne.

Category management, drevet udelukkende efter et prispres, giver et ubalanceret og utilstrækkeligt resultat. Det leder os frem til en anden central observation i projektet, nemlig at vi kan opdele indkøbsopgaven i to dele, disse kalder vi “spilleplader”. Den ene spilleplade handler om at reducere virksomhedens omkostningsbase via indkøbet. Den

anden spilleplade handler om værdiskabelse og er en mere kompleks øvelse, som kræver en bredere portefølje af kompetencer, indsigter og virkemidler.

Hvor den første spilleplade, med fokus på at reducere omkostninger via kategoritækning som omdrejningspunkt, er en eksisterende kompetence for de fleste virksomheder, er den værdiskabende leverandørspilleplade en ny kompetence for næsten alle. Leverandørsiden har været nedprioriteret de sidste mange år, da virksomhederne har været meget fokuserede på kategoritænkningen.

Et årtis arbejdsindsats med etableringen af en mere professionel sourcingproces (kategoritænkningen) har absolut bragt godt med sig. Problemet er blot, at det i høj grad er sket på bekostning af leverandørsiden/-processen, så mange indkøbsfunktioner er stadig ubalancerede – nu blot omvendt af før.

Flere undersøgelser viser, at besparelser, opnået gennem effektive sourcingprocesser, forsvinder for størstedelens vedkommende, hvis man ikke efterfølgende har fokus på styringen og håndteringen af leverandørrelationerne i post-kontraktfasen.

Der ligger en stor udfordring for de fleste virksomheder i at blive dygtigere til at spille spillet på den spilleplade, der hedder leverandørsamarbejde og udvikling af relationer.

Det er dog en vigtig pointe, at virksomhederne fortsat skal være dygtige til og fastholde fokus på omkostninger. Begge dele er essentielle, men den ene side af spillepladen må ikke overskygge den anden.

Hvordan opnår man sourcing excellence?

Den transformation der er sket af værdikæden, hvor hovedparten af værdiskabelsen sker eksternt, fremfor internt, medfører et 

Temadag

Supplier Relationship Management

Capability building

31. maj, København Dette halvdagsarrangement vil byde på unik indsigt i centrale områder inden for SRM, så som tillid, attraktivitet, værdiskabelse, måling af innovationsbidrag fra leverandører mm.

Capability building

Program: • Når det vi siger, og det vi gør, hænger sammen.

Nuanceret konsistens!

Lars B. Mikkelsen, Ph.D., Lektor Aarhus Universitet & Program Director SRM/DILF • SRM i en strategisk og praktisk kontekst Søren Vammen, direktør DILF/Kairos Commodities Capability building

DILForientering FEBRUAR 2018 ÅRGANG 55 19

cent henfører til det interne værdibidrag og øget fokus på sourcing, men definerer også indtjening. Det betyder, at leverandører står markant nye krav og opgaver i forhold til for omkring 80 procent af virksomhedens organisering af værdikæden. Der er ikke omkostninger, profitabilitet, CO2-fodaftryk, længere kun tale om en “triviel” forsyningsrisiko og kundeværdi m.m. opgave af komponenter og råvarer. Konkurrencekraft, teknologi- og produktudvikling, Det betyder ligeledes, at problemstillingerne innovation og forretning skabes i den nye, og udfordringerne ved sourcing ikke kun mere netværksbaserede, virksomhedsstruker indkøbsafdelingens arbejde, selvom det tur i et kompliceret samspil og i samarbejde ofte er sådan, vi opfatter det. Indkøb mellem mange forskellige interne og er faktisk alt for vigtigt til blot eksterne partnere i værdikæden. at blive overladt til indkøbsDet betyder, at traditionelle funktionen alene. Sourcing grænseflader, ansvars- og er nødsaget til at blive samarbejdsområder udØget samarbejde både anskuet, betragtet og vurfordres. Øget samarbejde internt i virksomheden og deret ud fra en virksombåde internt i virksomheeksternt bliver en hedsmæssig synsvinkel, den og eksternt bliver en forudsætning for at opnå da indkøb bliver foretaget forudsætning for at opnå sourcing excellence overalt i virksomheden. sourcing excellence.

Vores opfattelse af sourcing, som noget der kun er Vores undersøgelser i Sourindkøbsafdelingens ansvar, er cing Excellence projektet viser, alt for snæver. Opfattelsen betyder, at de fleste virksomheder stadig at vi er nødsaget til at kigge på de forskelbefinder sig mentalt i den første type, altså lige roller, som indkøb kan spille i forhold til den interne, lukkede virksomhedstype. Det forskellige opgaver og interne interessenter. er derfra, deres verden udspringer, og der Sourcing bør altså være en tværgående og hvor de dagligt har deres interaktion. De ev“horisontal” opgave. ner eller magter ikke at inddrage de eksterne ressourcer på en meningsfuld måde. Der er Hovedparten af de virksomheder, som vi har ikke fokus på det, selvom mange virksomundersøgt, er fortsat organiseret i funktioheder er påbegyndt transaktionen mod den nelle (vertikale) siloer og har en traditionel åbne type. Fokus bør i stedet skifte fra egen holdning til sourcing. Det skaber problemer, virksomhed til netværket, eller fra et intrada det lidt forenklet kan udtrykkes som: organisatorisk til et inter-organisatorisk “How can you manage horizontally when perspektiv. Dette stiller krav til nye værktøjer you are organized vertically?” og modeller, som skal hjælpe os til en interorganisatorisk synsvinkel.

Den moderne indkøbsopgave er en helt ny og anderledes opgave. Den nye opgave kalder Regnestykket er sådan set meget enkelt. For vi “sourcing”, og det skifte indebærer en stor hver 100 kr., som en virksomhed omsætter, transformation, der involverer hele virksomudgør indkøbet omkring 70-80 procent af heden. Den slags skifte tager tid. Lang tid. / omkostningerne. De resterende 20-30 pro-

20

DILForientering FEBRUAR 2018 ÅRGANG 55

Konference

PERSONLIGHEDEN I INDKØB Vil du blive skarpere på sammenhængen mellem indkøbsmæssige problemstillinger og personlighedsprofiler?

Meld dig til DILFs halvdagsarrangement Personligheden i indkøb d. 12. april i Aarhus

DILForientering FEBRUAR 2018 ÅRGANG 55 21

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

COST-TO-SERVE CAN HELP MAKING YOUR BUSINESS PROFITABLE

DILF and researchers from the Department of Entrepreneurship and Relationship Management at SDU in Kolding conduct each 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 mini survey which focus on cost-to-serve.

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DILForientering FEBRUAR 2018 Ă…RGANG 55

DET KAN DU LÆSE MERE OM Hvordan identificerer du de rigtige kunder for din virksomhed?

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

Introduction The principal objective for supply chain executives, is to operate and develop supply chains that could meet customers’ requirements and needs. Knowing which customers to work with and which not to work with is, however, not an easy task. Though it has been established by several authors, that this is the key element in obtaining overall profitability for companies (Ryals and Knox, 2005; Homburg et al., 2008). In general, costs for servicing customers are called “cost-to-serve”. In this mini-survey, it means an understanding of the total cost of servicing customers, both at a customer and at a product level so, one is able to evaluate whether the supply chain is delivering the appropriate levels of service to the customers. The cost-to-serve analysis provides unique insights into the true profitability of the customers. Adjacent terminologies to cost-to-serve are customer profitability analysis (CPA) (Niraj et al., 2001), and life-time economic value analysis (Berger & Nasr, 1998). These are also methods used to classify

❙❙ Hvilke skjulte omkostninger forekommer ofte? ❙❙ Hvilke barriere er hyppigste for cost-to-serve? ❙❙ Hvilke fordele er der ved en successfuld cost-to-serve?

customers in different categories and/or calculate the costs associated with servicing customers compared to revenues generated from them. A crucial part of servicing the customers of companies, is to gain knowledge of the profitability of these. That is, customers are different, as they each demand something different from the focal company’s supply chain. Failing to obtain data regarding customer profitability can lead to spending too much time and resources on customers that are in fact unprofitable, while spending little time servicing customers that are actually profitable (Braithwaite & Samakh, 1998; Guerreiro et al., 2008).

Lapide (2014) operates with the concept of “true customer profitability”. He classifies the total costs into three components:



 DILForientering FEBRUAR 2018 ÅRGANG 55 23

❙❙ Supply chain landed costs (product, transportation and activity based costs) ❙❙ Program and service costs (e.g. vendor managed inventory, just-in-time manufacturing, special handling and packaging, costs of promotions, new product launches, and trade marketing and comarketing programs) ❙❙ Financial operation costs (costs associated with carrying inventories from before customer shipments until customer payments are received and costs incurred by an accounts receivable department to invoice and collect payments).

Our experience is that there in many companies often are trench warfare between sales and operations. Sales wants to offer as wide a product program as possible, and operations wants to prune the assortment and perhaps customer portfolio, to reduce complexity. Companies need what can be termed “an attractive assortment process”, which differ from just “an assortment process” by a strong consciousness about its composition (Stentoft, 2015). The assortment must be saleable and profitable when considering the three total costs components. Product development must develop products and services with the right value propositions and the supply chain must secure effective and efficient material, information and financial flow.

The panel members have first been asked about the relevance of the present theme in this mini-survey. As can be seen in FigRELEVANCE OF COST-TO-SERVE AND PERCEIVED PRACTICE

ure 1, the relevance score is over 4.0 on a 5-point Likert scale (ranging from 1 “to a very low degree” to 5 “to a very high degree”). This indicate a relatively high perception of relevance. However, when asked about the companies practice with cost-toserve in terms of “true cost data” and costto-serve analyses, the average scores fall to 3.18 and 3.16. Thus, similar to other minisurveys, we have a gap between perceived importance of the topic and own practice.

On an open question, the panel members have been asked about what kind of tools they use in cost-to-serve/customer profitable analyses. A condensed list is as follows: internal ABC analyses, power business intelligence tool, target BI for axapta, SAP, business warehouse, excel, web-portals, freight per costumer, order handling costs, order sizes, order frequency, shipment cost analyzes, travel expenses, rough ABC analyzes in spreadsheets, gross profit margin pulled from ERP system and customer relationship management systems.

Hidden costs The panel members have been asked to evaluate to which degree they experience the presence of hidden costs associated with serving customers with products and services. As shown in Figure 2, the most appearing hidden costs are customer service costs and stocking and handling costs with averages above 3.0. In other words, VARIOUS FORM OF HIDDEN COSTS AND THEIR PERCEIVED PRESENCE Customer service costs

3.24 3.18

Stocking and handling costs Inventory carrying costs

2.97

Customer order processing

2.95 2.82

Billing, collection and payment processing costs

2.76

Selling and marketing costs What is the relevancy of this theme for your company?

To which degree do your company work with cost to serve/customer profitability analyses? 1

2.71

Order picking and order fulfilment 3.18

2.66

Accounts receivable and carrying costs

2.50

Wholesale service and quality assurance costs 3.16 2

3

4

5

Figure 1. S ource: The Danish Supply Chain Panel

24

2.76

Quality control and inspection costs

4.08

To which degree do you find your company have the true costs of your products/ services?

DILForientering FEBRUAR 2018 ÅRGANG 55

1

2

Figure 2. Source: The Danish Supply Chain Panel

3

4

5

the practice is that customers are receiving extra services, which they do not pay for, and there might also be special demands for stocking and handling goods, which are part of the sales price. Mapping such hidden cost is often a healthy activity, so communication between sales and operations can be more fact driven instead of being driven by emotions.

Benefits of cost-to-serve As with many other business initiatives one has to make at least simple cost-benefit calculations in order to evaluate whether the investment in the form of time consumption, and out of pocket money match the benefits it will deliver. Therefore, we have asked the panel members to evaluate a number of predefined benefits, and also to evaluate their current practice. Figure 3 shows that a benefit of improving customer profitability obtains the highest average at 3.82 for importance, and 3.26 for their current practice. The second highest is “protecting existing highly profitable customers”. In other words, a structured cost-toserve approach can avoid cutting profitable products and customers.

BENEFITS OF COST-TO-SERVE – IMPORTANCE AND PERCEIVED PRACTICE Improve customer profitability - importance

3.82

Improve customer profitability - current practice

3.26

Protecting existing highly profitable customers - importance

3.68

Protecting existing highly profitable customers - current practice

3.26

Negotiate terms with major customers - importance

3.68

Negotiate terms with major customers - current practice

3.24

Improve processes - importance

3.61

Improve processes - current practice

3.08

Repricing expensive services, based on cost to-serve - importance

3.61

Repricing expensive services, based on cost to-serve - current practice

2.84

Improve pricing methodology - importance

3.39

Improve pricing methodology - current practice

3.08

Negotiating win-win relationships that lower service costs to co-operative customers - importance

3.39

Negotiating win-win relationships that lower service costs to co-operative customers - current practice

2.92

Test alternative distribution modes/service - importance

3.29

Test alternative distribution modes/service - current practice

2.76

Attempting to capture high-profit customers from competitor - importance

3.26

Attempting to capture high-profit customers from competitor - current practice

2.84

Conceding permanent loss customers to competitors - importance

IMPORTANCE AND PERCEIVED PRACTICE OF PRODUCT AND CUSTOMER PRUNING To which degree is it important for your company to continuously optimizing your product and service portfolio (removing non-profitable products from the portfolio)? - importance

3.84

To which degree is it important for your company to continuously optimizing your product and service portfolio (removing non-profitable products from the portfolio)? - current practice

2.95

To which degree is it important for your company to continuously optimizing your portfolio (removing non-profitable customers from the portfolio)? - importance

2.32

To which degree is it important for your company to continuously optimizing your portfolio (removing non-profitable customers from the portfolio)?- current practice

2.45

1

2

3

4

5

Figure 4. Source: The Danish Supply Chain Panel

Another important benefit is that cost-toserve also can bring important data to the table in negotiation processes with customers. Again, this process stimulates factbased driven mindsets. Other benefits are that the process could illustrate where processes needs to be improved, and where repricing must take place.

As an example, a small Danish manufacturing company within business-to-business recently implemented a Dynamics NAV system. The implementation also included a shop floor module with time registration of employees and operations, setup times etc. This new system gave the company a new picture of the reality – and also revealing data about which products that were profitable and which were not. Based on the new data, the company raised the price for some products to some customers, where the communication with the customers now are fact driven. For other products, they continued with the price even though it was not profitable; but due to strategic reasons the customer was profitable as a whole - “what you lose on the swings you gain on the roundabouts”. And finally, business with some customers were terminated as the customers could not afford price raisings – and the company could not afford continue selling products with losses.

2.95

Conceding permanent loss customers to competitors - current practice

2.50

Discounting to gain business with low cost to-serve customers - importance

Product and customer pruning

2.84

Discounting to gain business with low cost to-serve customers - current practice

2.45

1

2

Figure 3. Source: The Danish Supply Chain Panel

3

4

5

Figure 4 shows gaps between perceived importance of continuously monitoring



DILForientering FEBRUAR 2018 ÅRGANG 55 25

BARRIERS FOR COST-TO-SERVE Lack of data transparency

63.2%

Data extraction to difficult

36.8%

Too few resources

36.8%

Data is not comprehensive

Customer service costs

Stocking and handling costs

Inventory carrying costs

31.6%

Customer order processing

21.1%

To little competencies Silo mentality

21.1%

Process is too complicated

Billing, collection and payment processing costs

21.1%

Lack of business ‘buy-in’

Selling and marketing costs

10.5%

Not fed into Business Strategy

Quality control and inspection costs

10.5%

No early wins to be seen

Order picking and order fulfilment

7.9%

Cost to Serve not done well first time

Accounts receivable and carrying costs

5.3%

0%

Wholesale service and quality assurance costs

20%

40%

60%

80%

100%

Figure 5. S ource: The Danish Supply Chain Panel

the product and customer portfolios and the actual practice with these tasks. Product pruning activities receive higher average scores than customer pruning activities, which might be due to the fact that it is often less sensitive to prune products than customers. Customer pruning activities as practiced, only receive an average of 2.45, whereas it is 2.95 for product pruning. Dialogue between sales and operations planning is needed in order for silos to be teared down and processes established with a common language (Stentoft et al., 2016).

Barriers for cost-to-serve In line with conducting cost and benefit analyses for implementing cost-to-serve techniques and processes, it is also valuable to be aware of potential barriers for making it a reality. The panel were asked to mark up to three barriers from a predefined list of 11 barriers (see Figure 5). The barrier obtaining the highest number of marks is ‘lack of data transparency’. Many companies have much data; but is it the right data? Data might also be stored in sub-systems that are not integrated. Then follows “data extraction is too difficult” and “too few resources” followed by “lack of data comprehensiveness”.

Conclusion This article has reported on a mini-survey about the cost-to-serve approach. The survey shows that the concept is being perceived relevant, albeit its practical applica26

tion halt behind. The most hidden costs reported by the panel, are customer service costs and stocking and handling costs. Top three reported benefits of cost-to-serve are improved customer profitability, protecting existing highly profitable customers, and betterment of the foundations for negotiations with major customers. The panel also report on the importance of pruning both products and customers; however, average scores for their practice are substantial lower than the scores for the perceived importance. The top reported barrier to work with cost-to-serve is lack of data transparency, followed by difficulties with extracting data; too few resources; and lack of data comprehensiveness. As with the other mini-surveys, this paper is based on basic statistic with averages numbers from panel data. They do by no means illustrate “the truth” but provide some indications about the cost-to-serve phenomenon among the panel members that one can reflect upon in own practice. If this paper has stimulated to begin analyzing cost-to-serve, we can recommend using basic mapping exercises of the current value-added process steps, and the different solutions that are provided to customers. The analysis will benefit if being conducted by cross-functional teams.

Such processes can reveal chocking results that call for changing ongoing practice to make the businesses profitable.

DILForientering FEBRUAR 2018 ÅRGANG 55

References Berger, P.D. & Nasr, N.I. (1998), “Customer lifetime value: Marketing models and applications”, Journal of Interactive Marketing, Vol. 12 No. 1, pp. 17-30.

Braithwaite, A. & Samakh, E. (1998), “The cost-to-serve method”, International Journal of Logistics Management, Vol. 9 No. 1, pp. 69-84.

Christopher, M. (2005), Logistics & Supply Chain Management: Creating Value-adding Networks, Pearson Education Ltd., Harlow, UK. Homburg, C., Droll, M. & Totzek, D. (2008), “Customer prioritization: Does it pay off, and how should it be implemented? ”, Journal of Marketing, Vol. 72 No. 5, pp. 110-130.

Lapide, L. (2014), “Are you buying or selling customers? ”, Supply Chain Management Review, Vol. 18 No. 2, pp. 4-5.

Niraj, R., Gupta, M. & Narasimhan, C. (2001), “Customer profitability in a supply chain”, Journal of Marketing, Vol. 65 No. 3, pp. 1-16.

Guerreiro, R., Bio, S.R. & Merschmann, E.V.V. (2008), “Cost-toserve measurement and customer profitability analysis”, The International Journal of Logistics Management, Vol. 19 No. 3, pp. 389-407.

Ryals, L.J. & Knox, S. (2005), “Measuring risk-adjusted customer lifetime value and its impact on relationship marketing strategies and shareholder value”, European Journal of Marketing, Vol. 39 No. 5/6, pp. 456-472.

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

Stentoft, J. (2015), ”Kommentar: Overvåg det attraktive produktsortiment”, Børsen Ledelse, 18. maj.

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interview

7 SKARPE

FOR ANDERS HYLLEBERG He has worked in Line at Ørsted for over 5 years, and before this he had a Senior Management position at DSB. In 2012 he chose to step down from his senior position at DSB, and found new challenges at Ørsted as a Procurement Specialist (DONG Energy). Although this was not a logical decision, but this was a decision he felt was right for him in order to regain his motivation.

CV CURRENT JOB POSITION:

Director at Ørsted, Head of Transmission, Construction, OPEX & Services Procurement and Wind Power.

2012-2013 Contract manager, Dong Energy, Danmark

PREVIOUS JOB POSITIONS:

2009-2012 Chief of Staff, head of IC4 secretariat, DSB, Danmark

2014-2016 Head of CAPEX procurement, electrical systems: sourcing and contract management, Dong Energy, Danmark 2013-2014 Manager, Electrical Systems Procurement & Contract Management, Dong Energy, Danmark

1

EDUCATION: 1998-2004

Copenhagen Business School

1993-1996

Roskilde Katedralskole

BY LÆRKE KARTVEDT, EDITOR, DILF

Which 3 words are the first to pop up in your head when you think of your job, and why?

Purpose: The Ørsted vision is a world that runs entirely on green energy. If that isn’t a great vision, I don’t know what is. It is extremely motivating to be a part of an organization with such an important and meaningful purpose.

Collaboration: Working in a 3-dimensional matrix-organization require that we are good at collaborating within procurement, with other functional areas, across projects and with our suppliers.

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DILForientering FEBRUAR 2018 ÅRGANG 55

Results: Within the last few years the cost of offshore wind has been reduced with more than 50 %, and in 2017 we won the first projects with 0-subsidies in Germany. Not many people would have believed that a few years back.

2

Which challenges do you meet in your job?

Priority is to get a very close collaboration up and running in my new management team, so we are prepared to face the many challenges we meet on our way towards making offshore wind subsidy free. Main challenges include,

striking the right balance between continuing our cost out journey and ensuring a sustainable business for our suppliers. Another challenge is, to keep a high level of employee satisfaction in a project driven working environment with large fluctuations in workload.

3

What is the most significant decision you have made in your career?

To join the IC4 project in DSB in 2008 – and to leave it in 2012. I learned a lot from working in an environment with an extremely high pressure from top management, media, politicians etc. and it was my first experience with a very large scale CAPEX project. Despite many good colleagues and great challenges, there was also many frustrations and in 2012 I found myself not being happy going to work anymore.

I stepped down from a Senior Management position in DSB and found new challenges in Ørsted as a Procurement Specialist (DONG Energy).

It was maybe not the most logical move seen from outside, but it was definitely the right move for me, and I regained a lot of job-motivation in my new job. In 2013 I went into line management in Ørsted and have worked as a line manager since then.

4

the legal and contractual side, this has been something that I needed to learn. Internally you need a good cross functional team working together, but they also need to have great working relations with your key suppliers to find and utilize the potential in the supply chain.

5

What is your most prominent

characteristic' - and how do you use these in your position as leader?

I think I am very open to change and therefore always try to challenge my team and colleagues to challenge our current way of working.

6 7

How do you use your network?

I use my network to get input around important or difficult matters before decisions are taken and to gain new insights.

What do you think will be the most important subject on the agenda for Procurement in the future?

I think the current focus on Supplier Relationship Management will continue for a long time.

Further, there is no doubt that much further digitalization will also be on many procurement departments agendas going forward. /

What has been the greatest aha-moment in your career?

Very buyer friendly contracts and transactional mindsets will not bring you long if you want to cost out in the long run. Coming from DILForientering FEBRUAR 2018 ÅRGANG 55 29

KURSER

LOGISTIK/SCm/PLANLÆGNING

Titel

Dato

Sted

Forecasting and demand planning

17. april 2018 23. oktober 2018

Comwell Middelfart Comwell Roskilde

Supply Chain Analyse og Forbedring - del 1

Maj/jun 2018

Comwell Roskilde

Supply Chain Analyse og Forbedring - del 2

Okt/nov 2018

Comwell Middelfart

SCM-introduktion

Sept. 2018

Comwell Middelfart

Excel for logistikmedarbejderen

16. – 17. maj 2018

Peoplenet København

Inventory optimization

maj 2018

Comwell Middelfart

Sales and operations planning (S&oP)

15. maj 2018 15. november 2018

Comwell roskilde Comwell roskilde

Material Requirements Planning (MRP)

Juni 2018

Comwell Middelfart

Titel

Dato

Sted

Excel for indkøberen l

10. - 11. april 2018 9. - 10. oktober 2018

Peoplenet København Peoplenet København

Excel for indkøberen ll

27. - 28. nov. 2018

Peoplenet København

Kontraktforhold

29. maj 2018 25. oktober 2018

Comwell Roskilde Comwell Middelfart

Internationale kontraktforhold

14. november 2018

Comwell Roskilde

INDKØB

27 30

DILForientering FEBRUAR 2018 ÅRGANG 55

KURSER

Tilmeld dig

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

FOrHANDLING

Dato

Sted

4. - 5. april 2018 16. - 17. maj 2018 5. - 6. september 2018 31. okt. - 1. nov. 2018

Comwell roskilde Comwell middelfart Comwell roskilde Comwell middelfart

25. - 26. april 2018 21. - 22. nov. 2018

Comwell roskilde Comwell middelfart

Professionel forhandlingsadfærd - modul 3 Fokus på kommunikation og din personlige gennemslagskraft i forhandlingen

13. - 14. juni 2018 12. - 13. dec. 2018

Comwell roskilde Comwell middelfart

Certificering: Business-to-Business Negotictor

Efter aftale

negotiation Techniques - module 1

Sep. 12. - 13th 2018

Titel Forhandlingsteknik - modul 1 Fokus på forhandlingskompetencer, relationsanalyse, din personlighed som forhandler og konkrete værktøjer

Personligheden i forhandling - modul 2 Fokus på din personlighed i forhold til andre personlighedstyper

CATEGOrY mANAGEmENT UDDANNELSE OG CErTIFICErING

Comwell roskilde

Kan tages som udannelse - se næste side

Titel

Dato

Sted

Kategoritankegangen og mobilisering

21. marts 2018

Comwell middelfart

Intern analyse - spend management

19. april 2018

Comwell middelfart

Ekstern analyse - markedsanalyse

30. maj 2018

Comwell middelfart

Kategoristrategi

29. august 2018

Comwell middelfart

Leverandørstyring

20. september 2018

Comwell middelfart

Certificering / challenge session

30. oktober 2018

Comwell middelfart

28 DILForientering FEBRUAR 2018 ÅRGANG 55 31

UDDAnnELSE & CERTIFICERInG

CATEGOrY mANAGEmENT UDDANNELSE OG CErTIFICErING

Titel

Dato

Sted

Kategoritankegangen og mobilisering

21. marts 2018

Comwell middelfart

Intern analyse - spend management

19. april 2018

Comwell middelfart

Ekstern analyse - markedsanalyse

30. maj 2018

Comwell middelfart

Kategoristrategi

29. august 2018

Comwell middelfart

Leverandørstyring

20. september 2018

Comwell middelfart

Certificering / challenge session

30. oktober 2018

Comwell middelfart

Dato

Sted

4. - 5. april 2018 16. - 17. maj 2018 5. - 6. september 2018 31. okt. - 1. nov. 2018

Comwell roskilde Comwell middelfart Comwell roskilde Comwell middelfart

25. - 26. april 2018 21. - 22. nov. 2018

Comwell roskilde Comwell middelfart

Professionel forhandlingsadfærd - modul 3 Fokus på kommunikation og din personlige gennemslagskraft i forhandlingen

13. - 14. juni 2018 12. - 13. dec. 2018

Comwell roskilde Comwell middelfart

Certificering: Business-to-Business Negotictor

Efter aftale

negotiation Techniques - module 1

Sep. 12. - 13th 2018

FOrHANDLING

Titel Forhandlingsteknik - modul 1 Fokus på forhandlingskompetencer, relationsanalyse, din personlighed som forhandler og konkrete værktøjer

Personligheden i forhandling - modul 2 Fokus på din personlighed i forhold til andre personlighedstyper

Comwell roskilde

29 32

DILForientering FEBRUAR 2018 ÅRGANG 55

UDDAnnELSE & CERTIFICERInG

NyhED SUPPLIEr rELATIONSHIP mANAGEmENT (Srm) UDDANNELSE OG CErTIFICErING Titel

Dato

Sted

Dag 1: Introduktion og mapping af kontekst

26. september 2018

Comwell middelfart

Dag 2: Afdækning af potentiale i form af værdi

24. oktober 2018

Comwell middelfart

Dag 3: opbygning af business case

15. november 2018

Comwell middelfart

Dag 4: Stakeholder management og internt og eksternt salg af business case

6. december 2018

Comwell middelfart

Dag 5: Eksekvering og udrulning af initiativer

10. januar 2019

Comwell middelfart

Dag 6: Afsluttende eksamen / challenge session

27. februar 2019

Comwell middelfart

Vi tilbyder alle deltagere, som allerede har deltaget eller skal deltagei DILF’s 3 forhandlingsmoduler, at blive certificeret med et Cer tificate of Competence: DiLf certified business-tobusiness Negotiator.

31 DILForientering FEBRUAR 2018 ÅRGANG 55 33

månedens artikel

SURPRISING SHIFT IN THE AUTOMAKERS RELATIONS WITH SUPPLIERS! General Motors (GM) is doing many things right these days, including improving its supplier relations.

FOTO: SHUTTERSTOCK

This article is an extract of the 2017 results of the annual study of automakers relations with suppliers – The OEM Supplier Working Relations Index® published by John W. Henke and Planning Perspectives Inc. The full article is available at dilf.dk, and we at DILF encourage you to read it.

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DILForientering FEBRUAR 2018 ÅRGANG 55

DET KAN DU LÆSE MERE OM ❙❙ De nye rankings af det 17. årlige OEM - Supplier Working Relations Index® study fra John Henke ❙❙ Vigtigheden af at være en 'preferred customer' for sine leverandører ❙❙ Nøglen til at kunne etablere gode leverandørrelationer

BY JOHN W. HENKE, PRESIDENT OF PLANNING PERSPECTIVES, INC., PROFESSOR EMERITUS OF MARKETING AT OAKLAND UNIVERSITY, AND RESEARCH FELLOW AT THE CENTER FOR SUPPLY CHAIN MANAGEMENT AT RUTGERS UNIVERSITY.

R

esults of the 17th annual North Ameri can Automotive OEM - Supplier Working Relations Index® Study shows that General Motors (GM) has jumped to third place - its highest level ever in the history of the study. GM is now ahead of FiatChrysler US, Ford and Nissan, which now is in last place. Nissan’s supplier relations have dropped for the third straight year since 2014, when it was in third place.

Ford, despite a slight improvement this year, is now ranked fourth. Fiat-Chrysler, continues its downward slide, but is in fifth place, because of Nissan’s poor perform­ ance. Toyota and Honda still hold first and

second place, respectively, while continuing their slow downward slide in the annual rankings.

The study is watched carefully by automa­ kers because an OEM’s supplier relations rating is highly correlated to the benefits the OEM receives from its suppliers. This includes new technology, lower pricing, and best supplier support all of which contribute to the OEM’s operating profit and competitive strength.

The Working Relations Index® are made up of automakers' performance in five areas.  DILForientering FEBRUAR 2018 ÅRGANG 55 35

OEM - SUPPLIER WORKING RELATIONS INDEX

Good - Very Good

Ford

FCA US

Nissan

Honda

Toyota

400 367 359

349 339

340

Adequate

336 327 296

309 268 253

264

271 247

249 232 200

318

330

300

Very Poor - Poor

OEM - Supplier Working Relations

GM

191

183

163 161

228

236 221

293 267 256 251 248

297

295

287 271 256

273

251 250

267

330

323

328 319 290

261 244

245 244

332

267 250 225

224 224

222

2015

2016

270

218 203

187

162

100 2008

2009

2010

2011

2012

2013

2014

2017

Figure 1. S ource: 2017 Planning Perspectives, Inc.

The areas are: OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance (reverse measure); and Supplier Profit Opportunity. GM has improved in all five areas and three significantly. Nissan however, has declined in all five.

GM’s turnaround in supplier relations is remarkable, and the reason for their drama­ tic improvement and Nissan’s fall is easy to understand.

GM has improved across the board in all five of the key areas that comprise the Working Relations Index® ranking, and Nis­ san has dropped in all five. While both companies have had significant cost-cutting programs in place for the last two years, their programs have had opposite results in supplier relations. Nissan’s adversarial approach to reducing costs has great36

DILForientering FEBRUAR 2018 ÅRGANG 55

ly disrupted relations with its suppliers and it is safe to say that it has cost them tens of millions of dollars in supplier contribution to profits.

Of the other four automakers, Ford’s WRI® ranking improved slightly with small gains in Supplier Relationship, Communication, and Hindrance, but it declined in OEM Help. FCA declined in Communication and Help however, it was flat in the other three areas. Honda dropped slightly in Communication and significantly in Help but improved slightly in Hindrance. Toyota improved in Communication and Supplier Profit Opportunity, improved slightly in Hindrance, but fell in Help.

The significant differences between GM and Nissan extends down to their respective purchasing areas. For the purposes of

the annual Working Relations Study, an automaker’s purchasing function is broken into six areas: body-in-white, chassis, electrical/electronics, exterior, interior and powertrain.

Here again the scoring is consistent.

GM improved in five of the six Purchasing Areas, while Nissan fell in five of the six.

Of the other four automakers, Honda had steep declines in body-in-white and exterior, a slight decline in chassis and was flat in the other three. Toyota had a significant improvement in electrical/electronics and a small gain in powertrain, while dropping in the four other areas. Ford fell in powertrain, chassis, and interior; had a slight gain in body-in-white; and significant gains in exterior and electrical/electronics. FCA dropped in body-in-white, powertrain and interior, but had significant improvement in electrical/electronics; and some improvement in chassis and exterior.

Preferred Customers Another indicator of an OEMs’ supplier relations is the degree to which each automaker is considered a preferred customer.

This year, Ford, GM, Honda and Toyota all registered significant gains in this category, while Nissan and FCA remained relatively flat. According to the study, Honda continues to be the most preferred customer for the last three years – significantly more so than all other OEMs except Toyota, and Nis­san the least preferred.

Benefits of good supplier relations The supplier relations research has established that the more collaborative the supplier relations, the greater the supplier benefits received by the automaker. These benefits include more supplier sharing of innovation; greater price concessions; more supplier investment in OEM-related inno-

ABOUT THE STUDY Now in its 17th year, the Annual North American Automotive OEM-Tier 1 Supplier Working Relations Index® Study tracks supplier perceptions of working relations with their automaker customers in which they rate the US and Japanese automakers across the six major purchasing areas broken down into 14 commodity areas. The results of the study are used to calculate the WRI®, which is then used to calculate the economic value of work relations based on a proprietary PPI-developed economic model. The annual WRI® Index study has been recognized as the benchmark of supplier working relations for the automotive industry and has been cited in numerous academic research articles including in the Harvard Business Review and several books. This year, 652 sales persons from 108 Tier 1 suppliers – representing 64% of the six OEMs’ annual buy, responded to the survey. Demographically, the supplier-respondents represent 40 of the Top 50 NA suppliers and 68 of the Top 100 NA suppliers. vation; and greater supplier support among others. Again, GM’s and Nissan’s scores this year illustrate this fact.

Buyers hold the key To be effective, automakers’ efforts to improve supplier relations must have the support of top management, with the goal understood and reinforced down to the automakers’ buyers, or nothing will change.

Every few years, an automaker will come up with some new program aimed at improving their supplier relations, but they rarely have a lasting effect. The reason is quite simple, supplier relations start at the top but must be driven down to the buyers, and effectively reinforced to get the buyers  DILForientering FEBRUAR 2018 ÅRGANG 55 37

to change their behavior with supplier sales people. Such an effort must be part of the corporate culture. Buyers will not change their behavior unless improving supplier relations is part of their perform­ance measures.

Purchasing VPs How buyers perform is a direct reflection on management all the way up to the vice president of purchasing. How involved the head of purchasing is with his or her staff, how well performance standards are implemented and monitored, and how committed management is to improving supplier relations, plays a major role in improving supplier relations.

A major factor in this score is the trust. As in any relationship, trust is the foundation upon which every relations-related activity is built. Both the purchasing VP and buyers must be committed to this effort – and perceived to be working together to build trusting relations with their suppliers.

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DILForientering FEBRUAR 2018 ÅRGANG 55

With the increasing complexity and competitive challenges facing the automotive industry in terms of technology, vehicle types, new forms of vehicle ownership and use, and new players entering the market, the OEMs are going to have to work even more closely with their suppliers to maintain their marketplace competitive advantages. That’s why automakers need to focus on developing more collaborative relations with suppliers – the OEMs need to work on becoming better trusted, more collaborative partners.

General Motors has made great strides in this effort over the past two years, but neither they nor the other OEMs can slow down in this effort given the industry’s increasing challenges. /

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 Næste hold starter september 2018 Læs mere på www.dilf.dk eller kontakt sekretariatet på tlf. 3321 1666

Capability building

DILForientering FEBRUAR 2018 ÅRGANG 55 39

PRAKTISK ANVENDELIG EFTERUDDANNELSE: HD I SUPPLY CHAIN MANAGEMENT VED SYDDANSK UNIVERSITET Den 1. september 2018 planlægges et nyt HD 2. del hold med speciale i Supply Chain Management på Syddansk Universitet i Kolding. Uddannelsen indeholder drifts- som udviklingsmæssige teorier, værktøjer og metoder samt konkrete ledelsesmæssige aspekter af virksomheders udfordringer som deltagere i globale forsyningskæder.

40

DILForientering FEBRUAR 2018 ÅRGANG 55

ADGANGSKRAV Adgang til HD 2. del kræver en af følgende uddannelser: AF PROFESSOR JAN STENTOFT OG LEKTOR OLE STEGMANN MIKKELSEN, SYDDANSK UNIVERSITET

S

upply Chain Management som fagområde har fokus på tværgående materiale, informations og pengestrømme, både i den enkelte virksomhed, såvel som virksomheder i kæder og netværk. Effektiv ledelse af virksomheders supply chains kan skabe øget konkurrencekraft gennem omsætningsforøgende tiltag (eksempelvis forbedret leveringsevne og leveringsservice) samt omkostningsreduktioner (eksempelvis reducerede materiale-, transport og mandskabsomkostninger). For at indfri det fulde potentiale af Supply Chain Management er det vigtigt, at topledelsen erkender den strategiske vigtighed af SCM. Førende virksomheder har således erkendt, at forsyningskæden skal have den samme strategiske opmærksomhed som produktudvikling og salg/marketing. Supply Chain Management er ikke kun et anliggende for produktionsvirksomheder, men også for andre af værdikædens aktører som logistik og transport, handelsvirksomheder, servicevirksomheder og offentlige virksomheder.

En globalisering af forsyningskæder bidrager for mange virksomheder til kraftigt øget kompleksitet og dynamik, der kan sætte pres på lead-time og lagerbinding. Nye undersøgelser peger på, at der er behov for supply chain talent til både at håndtere større analytiske datamæssige opgaver (supply chain analytics) og færdigheder inden for relations ledelse, hvor man evner at helhedstænke på tværs af de traditionelle funktionsmæssige siloer (Stentoft & Mikkelsen, 2016). Undersøgelser i Det danske Supply Chain Panel afslører et behov for mere udviklingsorienterede

❙❙ HD 1. del ❙❙ Erhvervsøkonomisk bachelor­uddannelse ❙❙ Relevant akademiuddannelse (KVU) eller videregående voksenuddannelse (VVU) på HD 1. dels-niveau Uanset adgangsgivende uddannelse så skal du endvidere have minimum to års relevant erhvervserfaring. Ansøgere, der ikke opfylder ovennævnte krav, kan søge om optagelse på baggrund af en konkret vurdering af de uddannelsesmæssige forudsætninger.

Kontakt Læs mere om uddannelsen på www.blivhd.dk, hvor du blandt andet kan finde ansøgningsskemaer. Du kan få besvaret spørgsmål om HD 1. og 2. del i Supply Chain Management ved at ringe eller skrive til: ❙❙ HD 1. del: Tlf. 65 50 91 24 / 65 50 91 13 eller e-mail hd1@sam.sdu.dk ❙❙ HD 2. del: Supply Chain Management: Tlf. 65 50 91 22 eller e-mail hdscm@sam.sdu.dk ❙❙ HD-udvalget: Tlf. 65 50 91 22 eller e-mail: hd@sam.sdu.dk

kompetencer i danske supply chains (Stentoft, 2017; Stentoft & Mikkelsen, 2017).

HD specialiseringen i Supply Chain Management er udviklet og videreudviklet med udgangspunkt i hvilke kompetencer



DILForientering FEBRUAR 2018 ÅRGANG 55 41

OPBYGNING AF HD 2. DEL-SPECIALET I SUPPLY CHAIN MANAGEMENT VED SYDDANSK UNIVERSITET

1. semester

Operations & Supply Chain Management 15 ECTS

2. semester

3. semester

Supply Chain Costing 5 ECTS

Praktisk Seminar 5 ECTS

Supply Chain Design 5 ECTS

Valgfag 1 5 ECTS

Supply Chain Analytics 5 ECTS

4. semester

Speciale 15 ECTS

F.eks. Strategic Sourcing

Valgfag 2 5 ECTS

F.eks. Supply Chain Innovation

Figur 1. K ilde: Jan Stentoft og Ole Stegmann Mikkelsen

erhvervslivet efterspørger. Det første hold startede tilbage i efteråret 2012, og i dag har mere end 80 dimitteret som HD i Supply Chain Management fra SDU i Kolding.

Der sker en løbende evaluering af fagenes indhold både ud fra en praktisk og en teoretisk relevansvinkel. Uddannelsen har stærk fokus på at være anvendelsesorienteret, men bygger samtidig på instituttets solide forskningsmæssige profil og resultater indenfor bl.a. Supply Chain Innovation, Industri 4.0, Sales & Operations Planning og hjemtagning af administrative og produktionsopgaver.

Pensummet løfter sig fra simpel “barfodsempirisme”, men undgår samtidig at glide helt over i L’art pour L’art (kunst for kunstens skyld) (Stentoft & Freytag, 2018). Pensummet er anvendelsesorienteret. Uddannelsen har fokus på ledelsesmæssige og analytiske værktøjer samt på kompetenceudvikling, der både tilgodeser driftsmæssige og forretningsudviklingsmæssige færdigheder. Uddannelsen henvender sig specielt til nuværende og kommende specialister og ledere med tværgående drifts- og udviklingsopgaver 42

DILForientering FEBRUAR 2018 ÅRGANG 55

inden for logistik, indkøb, produktion, planlægning, lager og distribution. Uddannelsen er relevant for ansatte i den private såvel som den offentlige sektor. Uddannelsen har sin relevans for en bred målgruppe. Tidligere og nuværende studerende kommer fra en bred vifte af private (f.eks. logistik og transport, produktion, handel og service) og offentlige virksomheder (f.eks. kommuner og forsvaret). Deltagerne kommer endvidere fra små, mellemstore og store virksomheder.

HD-specialet i Supply Chain Management er forankret i Supply Chain Management forskningsmiljøet ved Institut for Entreprenørskab og Relationsledelse, Syddansk Universitet i Kolding.

Studiets opbygning og struktur HD 2. del specialet i Supply Chain Management lægger ud med et grundfag der omfatter centrale teorier og metoder inden for Operations og Supply Chain Management (se figur 1). Faget har til formål at sætte den studerende i stand til at reflektere over teo-

”

Som indkøbsansvarlig for transportydelser på tværs af Danæg koncernens fire selskaber i Danmark og Sverige, har HD-SCM studiet i Kolding bidraget til, at videreudvikle mine kompetencer fra speditørskolen, samt modnet mit syn på hele værdikæden. Dét at gå fra dagligdagens silo tænkning, til nu at få øjnene op for de muligheder, det giver ved at tænke mere holistisk, har helt klart skubbet til min udvikling, og det jeg i dag bidrager med til Danæg koncernen. En ting er snakken ved kaffemaskinen, om hvordan man kan forbedre arbejdsgangene, men det at kunne bringe det aktivt i spil i hverdagen og handle på

snakken, det er noget andet, og det er det som min HD i Supply Chain Management har givet mig i praksis. Mit speciale, som jeg er i gang med nu handler om Sales & Operations Planning i Danæg, og vil forhåbentligt bidrage til at skabe mere gennemsigtighed, og i sidste ende resultere i et endnu stærkere og bredere samarbejde på tværs af organisationen.

riernes og metodernes anvendelse i praksis.

På 2. semester bygges der videre med fag, der både fokuserer på den analytiske og den ledelsesmæssige del af Supply Chain Management.

behandles med videnskabelige metoder og løses på en praktisk anvendelig måde, og som afsluttes med konklusioner og anbefalinger, der løser det formulerede problem.

Undervisningen er tilrettelagt som ”blended learning”; en undervisningsform, hvor du tilbringer mindre tid i undervisningslokalet, men til gengæld, mellem dine fremmødelektioner, har adgang til og bliver støttet af en e-læringsplatform med bl.a. supplerende noter, videoklip, gode råd, chatfora m.v. Dele af undervisningen kan foregå på engelsk.

På studiets 3. semester udarbejdes et praktisk seminar, hvor den studerende opøves i at kunne identificere og løse en, eller flere praktiske og relevante supply chain-problemstillinger ved hjælp af fagets teori og metode.

Det praktiske seminar står selvstændigt, men er samtidig en form for “generalprøve” til det senere speciale på 4. semester. Herudover indgår der i semestret to valgfag, som kan vælges inden for HD 2. dels samlede udbud af valgfag. Eksempler på valgfag udbudt direkte i forbindelse med specialet i Supply Chain Management er Strategic Sourcing og Supply Chain Innovation. Det endelige udbud af valgfag, for alle HD retninger, meldes ud i forårssemesteret.

Uddannelsen afsluttes med et speciale, hvor den studerende fordyber sig i et specifikt emne eller konkret problemstilling.

Den studerende skal her selvstændigt identificere og formulere et problem, som skal

Mette Sørensen, Speditør og logistikmedarbejder, i proces med afsluttende speciale på HD i Supply Chain Management i første halvår af 2018.

I erkendelse af, at målgruppen for uddannelsen ofte er travle medarbejdere, afvikles fagene på HD-specialet i Supply Chain Management som heldagsundervisning på fredage og lørdage. Dette sker også for at synliggøre vigtigheden af uddannelsesaktiviteter, for medarbejdere og virksomheder, som et naturligt element af arbejdstiden fremfor alene at være en fritidsaktivitet. Ligeledes er det erfaringen, at heldagsundervisning, i forhold til traditionel aftenundervisning, giver øget mulighed for dialog og interaktion imellem studerende og undervisere, men også mellem studerende.  DILForientering FEBRUAR 2018 ÅRGANG 55 43

Det er vores erfaring, at uddannelsen er en god investering for såvel virksomhederne som medarbejderne, idet de studerende ikke blot kommer tilbage med ny viden, og dermed nye spørgsmål til den kørende praksis,

men også via dybdegående analyser kommer med ændringsforslag til øget konkurrencekraft. Det er derfor ikke usandsynligt, at investeringen i uddannelsen er mere end selvfinansierende. /

Efter nogle år på arbejdsmarkedet følte vi, at vi havde et behov for at øge vores viden på Supply Chain-området. Her faldt valget på HD SCM, da denne giver mulighed for at kombinere videregående uddannelse og arbejde. Velux er en stor virksomhed med et komplekst netværk af lagre, produktion og salgsselskaber og HD-uddannelsen giver os den teoretiske og faglige styrke, som gør os i stand til at få et større indblik i styringen af hele forsyningskæden Poul og Thomas

Min faglige viden omkring logistik og SCM er styrket markant som følge af HD-studiet. Denne viden bruger jeg i dagligdagen, hvilket er til gavn for min arbejdsgiver.

Poul

”

Med en baggrund som ingeniør savnede jeg værktøjer og modeller som gjorde mig i stand til at se overordnet på hele forsynings-kæden.

HD-uddannelsen har gjort mig i stand til at se på tværs af hele forsyningskæden Thomas

Kendetegnet ved HD-uddannelsen er, at der har været et link mellem teori og praksis, så vi har kunnet anvende det lærte i dagligdagen. Vi er på nuværende tidspunkt i gang med specialet, hvor vi skriver om S&OP i danske virksomheder. Vi har valgt at lave et praktisk speciale hvor vi anvender teorien i praksis.

Poul og Thomas Thomas Frostgaard og Poul Brams, Windows Central Planning, Velux A/S, i proces med afsluttende speciale på HD i Supply Chain Management i første halvår af 2018.

Referencer Stentoft, J. (red.) (2017), Practitioners Perspectives on Contemporary Supply Chain Management Issues, University Press of Southern Denmark, Odense.

Stentoft, J. & Freytag, P.V. (2018), “Editorial: Special issue on journal rankings and the notion of “relevance” within business research”, European Business Review, Vol. 30, No 2.

Stentoft, J. & Mikkelsen, O.S. (2017), “Supply chain innovation is perceived important for competitiveness”, DILF-Orientering, Vol. 54, No. 1, pp. 48-59.

Stentoft, J. & Mikkelsen, O.S. (2016), ”Do you have the right supply chain talent on board? ”, DILF-Orientering, Vol. 53, No. 2, pp. 33-36.

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Spiller din karriere?

Løft din faglige viden og få inspiration på højt niveau med et kursus eller en efteruddannelse på SDU. Du får den nyeste, forskningsbaserede viden, der er koblet direkte til praksis.

MBA

Projektledelse

Med en MBA i bagagen får du en uddannelse, der kvalificerer dig til at varetage ledelsesmæssige udfordringer på højt niveau inden for det erhvervsøkonomiske fagområde.

Bliv skarp på ledelse af projekter og interessenter. Kurset kombinerer den nyeste forskning med konkrete værktøjer indenfor moderne projektledelse.

Master i IT

HD 2. del i Supply Chain Management

Arbejdt professionelt med udvikling og implementering af it samt undervisning inden for it. Målet er at du får et teoretisk grundlag, der kan styrke den din arbejdsmæssige praksis og færdigheder.

Skab konkurrencemæssige fordele både gennem tiltag der øger omsætningen og reducerer omkostninger. Uddannelsen gør dig skarp på at helhedstænke på tværs af de traditionelle funktioner.

www.sdu.dk/sam/efteruddannelse DILForientering FEBRUAR 2018 ÅRGANG 55 45

ILLUSTRATION: SHUTTERSTOCK

This article constitutes a summary of a larger white paper.

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DILForientering FEBRUAR 2018 Ã…RGANG 55

BIG DATA ANALYTICS: WINNERS OF THE NEXT DECADE

DET KAN DU LÆSE MERE OM

❙❙ Introduktion af Big Data Analytics (BDA) ❙❙ Hvordan kan virksomheder benytte BDA til at blive mere konkurrencedygtige ❙❙ Hvordan kommer du godt igang med BDA

“It’s big data that sets the agenda. It doesn’t matter if we look at health care or at a shopping center. The development and innovation of our society lies in the understanding and utilization of data. Those who have the ability to tap into knowledge through big data analytics are the winners.”

- Kjell Nordström, Economist, writer and innovative speaker

BY ZAHRA AZIMI, CONSULTANT, AND HENRIK KNAK, PARTNER IN SYNCRONIC

S

ince costs on average represents 80 % of a company revenue1, organizations are to a significant extent utilizing big data within supply chain. That especially applies to fast-moving consumer goods (FMCG) companies. Now, that growth in this industry has stagnated, utilization of big data analytics (BDA) is more crucial than ever.2 This article shortly introduces BDA, examines the importance of BDA within the FMCG industry, and focuses on why companies are adopting it. Additionally, based on best practices, it entails a model illustrating how to get started successfully.

The results reveal that FMCG companies are adopting BDA partly to take advantage of the countless opportunities it offers, and partly to withstand the various pressure or challenges originated from the external environment. However, organizations can only obtain value from big data if they employ advanced analytics, approach incorporation of BDA very systematically, and build analytical capabilities and skills.

The importance of data analytics for FMCG firms & within the field of SCM As the Swedish author & economist Nordström expresses it, “the winners in an information-overloaded urbanized future  DILForientering FEBRUAR 2018 ÅRGANG 55 47

are those who can either master one very specific skill that can’t be digitalized or those who have access to tools that can transform the endless stream of data into knowledge".3

❙❙ Fast pace of digital technologies

Against this backdrop, for FMCG, the role of data analytics is more significant than ever. FMCG companies are adopting BDA not only to improve firm operational capabilities for better firm performance but also to withstand external challenges.

FMCG companies are today dealing with a host of challenges including;

❙❙ Intensified costs pressure due to retailer consolidation and the rise of hard discounters.4

❙❙ Short product lifecycles ❙❙ Volatile environment and

Large established entities like Amazon & Walmart are already using BDA in their supply chains. Walmart handle more than a million customer transactions each hour, and asks their suppliers to tag shipments with radio frequency identification (RFID) technology creating massive amounts of data. Amazon monitor, track and secure 1.5 billion items in its inventory, and relies on predictive analytics for its “anticipatory shipping”, to predict when a customer will purchase a product. After the purchase the

❙❙ Elusive growth ❙❙ Political - & economic uncertainty; ❙❙ Value conscious consumer with fast changing needs

APPLICATION VS. MATURITY OF BDA WITHIN THE VALUE CHAIN Application areas across the value chain

Maturity level

Suppliers

Production

Warehouse

Retail

• Assess customer feedback to gain useful insights

1. Descriptive

• Assess risks connected with different suppliers

• Assess capacity/asset utilization

• Assess space/resource utilization

2. Diagnostic

• Analysing past sourcing success and failure

• Diagnosis of production issues

• Analyse warehouse • Get a better form of efficiency with use of demand & supply big data synchronization through BDA

• Personalize product/service through analysis of customer data

3. Predictive

• Adjust sourcing strategy with predictive analysis

• Predict error frequency and then correlate the result by product & employee

• Predict demand for “anticipatory shipping”

• Improve predictability of future product needs

• Shorten order-todelivery cycle times with predictive analytics

4. prescriptive

• Manage supplier relationship with prescriptive analysis

• Manage product portfolio via prescriptive analysis

• Manage warehouse via digital camera and lower human interaction

• Use sensor-integrated • Make informed products to manage a strategic decisions pending change or to achieve new replenishment level of customer loyalty & sales

Figure 1. S ource: © Syncronic 2018

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DILForientering FEBRUAR 2018 ÅRGANG 55

• Evaluate changes in customer needs

Customers

item is pre-shipped to a depot close to its final destination.5

Benefits & applications of big data analytics BDA leads to competitive advantage across the entire supply chain. A retail survey shows that supply chain efficiency can be improved by 10% or greater, by embedding big data in operations.6 Companies that have successfully incorporated big data analytics into their current business are experiencing higher return on investment (ROI) on their big data analytics investment, as “they are better able to navigate challenges they encounter in collecting and storing data, selecting right analytics tools, generating usable insights from their data, and ultimately being able to act on those insights to achieve positive business outcomes.”7

Summarizing the advantages, BDA enables quicker reaction to changes, improve decision making, provide future insight, enhance profitability, improve efficiency, boost competitiveness, and optimize supply chain management.8 Figure 1 brings to surface some examples of BDA applications throughout the entire supply chain by allocating them over the four types of big data analytics. Additionally, it allows for maturity level determination. Hence, for managers intending to examine their company BDA maturity level, this figure could be highly valuable.

How to get started with BDA Adopting BDA requires more than just installing some systems. To be successful, companies must be clear about how they will approach big data analytics strategy, operation, talent, and risks. 

DILF kompetencenetværk: S&OP netværk

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DILForientering FEBRUAR 2018 ÅRGANG 55 49

Leading firms are highly sophisticated when integrating big data analytics into their business. Before introducing big data analytics, high-performing entities develop a clear big data analytics strategy and ensure people, resources, capabilities and technologies are aligned accordingly while making difficult trade-offs, and prioritize how to compete using BDA as an enabler.

This could e.g. be to reduce time to market, reduce customer order lead-time, increase efficiency and cost, increase customer centricity in the supply chain services and individualization in product design etc.

❙❙ Make difficult trade-off ❙❙ Compete priorities A way of getting started with big data analytics could be to leverage a structured and phased approach based on 5 key steps as shown in figure 2:10 A structured approach to onboarding BDA will enable quick business impacts and secure successful incorporation of BDA into the ongoing development of the company’s competitiveness.

Conclusion

As a result, key practices distinguishing high-performing companies from others are:9 ❙❙ Robust big data analytics enterprise-wide strategy ❙❙ Embedding big data analytics into operations to improve decisions making ❙❙ Hire talents with analytics and business competence

Big data analytics is key to future FMCG success and in particular within the field of supply chain management. FMCG companies are adopting BDA mainly to take advantage of the countless opportunities it offers and partly to withstand the various pressure/challenges originated from the external environment.

Winning organization like Arla Foods and Nestlé advance the incorporation of BDA very systematically as they build an enterprise-wide BDA strategy ensuring people,

BDA METHODOLOGY TARGETING FMCG Assessment

• Conduct prelimiary analysis • Document overall strategic direction and objectives • Technology assessment • Competence assessment • Resource assessment

Opportunities

• Develop BDA enterprise wide strategy • Hire talents with a mix of deep analytics skills • Share data with retailers • Overinvest in power partnership • Rapidly experimenting

Prioritization

• Detemine prioritization criteria • Increase value over reducing prices • Focus on strategic alliances • Share data: Take data driven RGM* • Rapidly experimenting via BDA factory

Roadmap development • Finalize big data analytics enterprise wide strategy • Develop roadmap containing: - Initiative; - Technology; - Competence; and - resource planning • Finalize business case • Ensure buy-in from important stakeholders

Implementation

• Execute a pilot • Adjust BDA set-up • Adjust roadmap • Roll-out adjusted solutions • Improve continuously

• Revenue growth management (RGM) Note: A company bda maturity level may range from 1 to 4 and depends on application application vs. maturity of bda within the value chain

Figure 2. S ource: Syncronic®, 2017.

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DILForientering FEBRUAR 2018 ÅRGANG 55

resources, capabilities, and technology are aligned accordingly, make difficult tradeoff, and compete priorities. Other organizations may similarly utilize a phase approach to get started which secures successful adoption. / NOTES: 1 http://www.dell.com/learn/us/en/uscorp1/secure/201302-fy13fullq4pr 2

Alldredge et al., 2016, “Winning in consumer packaged goods through data analytics” McKinsey & Company

3

https://www.sas.com/da_dk/insights/articles/analytics/ local/meet-the-winners.html

4

Alldredge et al., 2016, “Winning in consumer packaged goods through data analytics” McKinsey & Company

5

https://www.researchgate.net/publication/270506965_ Big_Data_Analytics_in_Supply_Chain_Management_ Trends_and_Related_Research

6

http://www.mojix.com/big-data-analytics-retail-supplychain/

7

https://www.accenture.com/t20160106T194441__w__/ fi-en/_acnmedia/Accenture/Conversion-Assets/DotCom/ Documents/Global/PDF/Digital_1/Accenture-GlobalOperations-Megatrends-Study-Big-Data-Analytics-v2.pdf

8

https://www.accenture.com/t20160106T194441__w__/ fi-en/_acnmedia/Accenture/Conversion-Assets/DotCom/ Documents/Global/PDF/Digital_1/Accenture-GlobalOperations-Megatrends-Study-Big-Data-Analytics-v2.pdf

9

https://www.accenture.com/t20160106T194441__w__/ fi-en/_acnmedia/Accenture/Conversion-Assets/DotCom/ Documents/Global/PDF/Digital_1/Accenture-GlobalOperations-Megatrends-Study-Big-Data-Analytics-v2.pdf

10

Syncronic BDA methodology targeting FMCG based on proven experiences and best practice studies, 2017.

Temadag

Digital Supply Chain, april 2018 i København Hold øje med dilf.dk for mere info om program og endelig dato!

DILForientering FEBRUAR 2018 ÅRGANG 55 51

nye medlemmer Procurement Manager Jeroen Peters, Akasel ApS

Sourcing Manager Thomas Lund, KONE A/S

Indkøbschef Bo Degn Møller, av form a/s

Purchase Manager Bjarne Hansen, Midsona Danmark A/S

Managing Director Karin Bergqvist, Consafe Logistics A/S

VP Supply Chain Andreas Kjær, NKT A/S

Senior Business Consultant Alis Sindbjerg Hemmingsen, Dansk IngeniørService A/S

S&OP Planner - Supply Christina Keinicke, NKT A/S

Redaktør af DILForientering Lærke Kartvedt, DILF Strategic Senior Purchaser Anders Kristiansen, ECCO Sko A/S Lektor/Praksisforsker Dorthe Bohlbro, Erhvervsakademi Aarhus Procurement Manager Lars Pedersen, Flonidan A/S Category Manager Martin Sigsgaard, Forsvarets Material- og Indkøbsstyrelse

S&OP Planner - Demand Jeanette Nielsen, NKT A/S Head of planning Linus Bergquist, NKT A/S Head of S&OP Tina Uhrenfeldt, NKT A/S Fabrikschef Anton Jensen, Novadan ApS Strategisk Indkøber Morten Hildebrand, Novadan ApS

Supply Chain Development Manager Jonas Prahl, Foss Analytical A/S

Procurement Manager Jack Brumvig Hansen, Praxair Danmark A/S

Purchasing Jane Toftegaard Pedersen, Izico Food Group

MRP-Controller Thomas Thy, Region Hovedstaden Logistik & Forsyning

Lektor Peter Thaysen, SmartLearning Country Manager Tom Jarle Dehkes, Swisslog Danmark filial af Swisslog AB Head of Procurement & Logistics Jakob Dirksen, TDC A/S Purchaser Carsten Petersen, Terma A/S Senior Procurement Agent Jacob Rix Nielsen, Terma A/S Procurement Agent Thomas Fastrup Sandau, Terma A/S Demand Planner Gert Vorre, Tvilum ApS Manager Thomas Falk Thuesen, Ørsted Bioenergy Thermal Power A/S Professor René Franz Henschel, Aarhus School of Business Studerende Christine Olsen Studerende Signe Bonke Hansen Studerende Sophie Hebsgaard Ede

DILF indkalder til

den 56. generalforsamling Den 14. maj 2018 kl. 16.00 DILF, Vesterbrogade 149, bygning 6, 2. sal, 1620 København V

Tilmelding

Sidste frist for tilmelding til generalforsamlingen er mandag den 30. april 2018.

Tilmelding kan ske via mail@dilf.dk

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DILForientering FEBRUAR 2018 ÅRGANG 55

Dagsorden

1. Valg af dirigent 2. Beretning for det forløbne år 3. Forelæggelse af det reviderede regnskab for det forløbne år 4. Indkomne forslag 5. Forelæggelse af forslag til budget for 2018 6. Valg af bestyrelse: ❙ Anders Høeg, formand - accepterer genvalg ❙ Katrine Rasmussen, konsulent - accepterer genvalg 7. Valg af revisor. Bestyrelsen foreslår genvalg af statsautoriseret revisor Peter S. Clausen, Christensen Kjærulff, statsautoriseret revisionsaktieselskab 8. Eventuelt

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DILForientering FEBRUAR 2018 ÅRGANG 55 53

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

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