February 5th 2013 at Hotel Scandic Copenhagen
Supply chain strategy is the high level supply chain event of the year and participants will have a unique opportunity to experience inspiring presentations and participate in discussions regarding developing and implementing a powerful supply chain strategy.
Dont miss the opportunity to upgrade your skills and gain knowledgde on how your company can be in lead within supply chain management.
We furthermore invite you to a networking dinner February 4th 2013 for all conference attendess where Professor Jan Arlbjørn from the University of Southern Denmark will give a presentation of the results from 2012 from the Danish Supply Chain Panel. The conference start-up and dinner are included in the conference fee.
In 2012 DILF and the University of Southern Denmark established the Danish Supply Chain Panel. The purpose was to highlight central supply chain management issues through a number of mini-surveys. In 2012 four surveys were carried out:
1) supply chain strategy
2) supply chain innovation
3) performance management
4) sustainability in the supply chain
The presentation will cover the main results from the four surveys and introduce new themes for mini-surveys in 2013.
by Professor, University of Southern Denmark
by Partner, Implement Consulting Group
Low labour cost and new market opportunities provide a strong lure for manufacturing and service firms alike to offshore their operations, and source globally. Yet many firms soon have to face the fact that their global supply chains and footprints are subject to many additional risks that all too often outweigh the initial cost advantages of going offshore. An increasing number of firms is returning from China and India, as the projected cost savings did not materialise. Rising labour cost, increasing energy prices and natural disasters have all presented firms with novel risks that commonly have not been factored into the equation when the supply chain strategy or footprint decisions were made. In this talk, we will revisit the models available for building risk into footprint and sourcing decisions, and develop a total cost model that allows firms to consciously map out risks in their supply chain, and make these part of their supply chain strategy that balances risk and cost.
v/ Director of the Centre for Process Excellence and Innovation (CPEI), University of Cambridge, UK.
In connection with the London Olympic 2012 a totally new procurement and a supply chain function had to be developed. Gerry Walsh was appointed head of the function and worked together with his team of 35 people to set up an entirely new function, which was responsible for providing every single item needed for the Olympic Games. The team worked closely with other departments to ensure delivery and here, of course, the Logistics team played an important role. Take the chance to listen how to manage a large project like this exciting task:
• Challenges of creating a function that needs to be deeply embedded within the organisation, working side-by-side with other departments to provide day-by-day support and strategic value
• Engagement between Procurement and its stakeholders and creating a concerted team ethic
• How to manage a function which is set up specifically for (and dismantled after) the Games?
• How to manage the pressure and scrutiny that Procurement was under from public sector bodies and media as a result of the profile of the Games
• Advantages and procurement lessons learnt from the CompeteFor buying portal
• Contract management and compliance for delivery on time and to budget
• Working with Logistics to dispose of all surplus assets at the end of the Games
v/ Procurement Director, The London Organising Committee of the Olympic Games and Paralympic Games (LOCOG), UK
As today’s world’s biggest fast-moving consumer goods company, Nestlé has been selling food and beverages for almost 150 years.
How do you sell in almost 200 countries, adapting to local taste and preferences, and at the same time take advantage of the unique possibilities and expertise that come from such a global scale? This presentation will attempt to show how Nordic consumers are served with the products of their choice every day of the year.
• Nestlé in the world and in the Nordics
• Nescafé: global brand, local taste
• Nestlé Continuous Excellence: making a difference
• Logistics: the Nordic case
• Industry and retailing: enemies or partners?
• How the future may look like
v/ Supply Chain Director, Nestlé Nordic
The LEGO Group has been working intensively with optimization of the global distribution footprint for quite many years now and the company has a well-defined strategy on how to operate within the global supply chain. As a company with a considerable growth, The LEGO Group has developed an efficient global distribution network with factories and distributions centres around the world, in order to reach the costumers with the right selection of products the most efficient way. Hear more from Senior Director Stefan Garsdal on:
• Strategic parameters
• The overall global distribution footprint
• Global standards
• The European network set-up
• Focus on cost drivers
• Continuous evaluation and optimization
v/ Senior Director, Distribution Europe, LEGO Group
Balancing cost effectiveness, market agility and complexity reduction is critical for Supply Chain performance – and sometimes these objectives are conflicting. An effective way of creating clarity and prioritize between different initiatives is to use the Hoshin Kanri method in the strategy process. Hoshin Kanri is part of the Operational Excellence tool box and used in strategy development – and communication processes. See a presentation of how the Hoshin Kanri tool has been used in Novozymes A/S to scope and cascade Supply Chain strategies, and help linking performance measures and actions directly to the overall strategic Supply Chain objectives.
• The use of Operational Excellence tools in an SCM strategy process
• Hoshin Kanri tool to ensure the right priority, focus and clarity
• Cascading strategies into clear actions and KPIs
• Balancing organizational agility and cost effectiveness
v/ Senior director, Novozymes A/S
Tuesday February 5th 2013
Networking dinner (included in the conference fee)
Monday February 4th 2013
Hotel Scandic Copenhagen
Vester Søgade 6
DK -1601 Copenhagen V
Telephone: +45 33 14 35 35
Accomodation is not included in the conference fee. Should you require accomodation whilst attendding the conference or please contact the hotel directly.
EUR 670,- (DKK 4.975,-) Member of DILF
EUR 600,- (DKK 4.475,-) Per extra participant from same company (member of DILF)
EUR 870,- (DKK 6.475 ,-) Not member of DILF
EUR 805,- (DKK 5.975-) Per extra participant from same company (not member of DILF)
The fee is inclusive of programme materials and refreshments as stated in the programme.
Full payment is required within eight days from receipt of invoice.
Payment must be received prior to the conference. A receipt will be issued on payment.
VAT will be charged at 25% according to Danish regulation.
Partial refunding can be applied for under certain circumstances. Applications are handled by the Danish customs. For further information please se www.skat.dk
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