May 8th 2014 at First Hotel 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.
Don't miss the opportunity to upgrade your skills and gain knowledgde on how your company can be in lead within supply chain management.
Furthermore, we invite you to a networking dinner on May 7th 2014 for all conference attendees where Professor Jan Arlbjørn and Assistant Professor Ole Stegmann Mikkelsen from the University of Southern Denmark will give a presentation of the results from 2013 from the Danish Supply Chain Panel. The conference start-up and dinner are included in the conference fee.
Since 2012 DILF and the University of Southern Denmark has managed the Danish Supply Chain Panel. The purpose this panel is to highlight central supply chain management issues through a number of mini-surveys. In 2013 five surveys was carried out: 1) time-to-market, 2) supply chain organization, 3) the role of purchasing in open innovation, 4) sales & operations planning and 5) the dilemma of operation and development in supply chain innovation.
The presentation will cover the main results from the five surveys and introduce new themes for the mini-surveys in 2014. A central issue in all surveys is the dilemma to tackle the prioritization of operation and development task. This presentation will also include discussions on this dilemma by involving the participants in a number of core questions to this important topic.
by Professor and Assistant Professor, University of Southern Denmark
by Senior partner, Implement Consulting Group
The presentation will offer perspectives on strategic thinking in supply chain management. It must necessarily focus on tilting the competitive balance via innovation, superior opportunity exploitation and managing the 4Rs (Risk, Resilience, Reach and Resources). The presentation will offer industry based ideas on innovation, talent management, risk management and developing “sense and respond” capabilities through supply chain analytics.
by University Distinguished Professor & the John H. McConnell Endowed Professor of Business, Eli Broad Graduate School of Management, Michigan State University
He is the John H. McConnell Professor of Business & a University Distinguished Professor in the Eli Broad Graduate School of Management, at Michigan State University. Prior to joining Michigan State University, he was a research intern at MIT in the System Dynamics Group. He worked as an internal consultant for Control Data Corporation in the computer Manufacturing Division before pursuing an academic career. He has been active as a consultant to industry including GM, Chrysler, Nortel, Agilant, Lear, Budd, Rolls Royce and UpJohn, and governmental agencies (Department of State, Department of Public Health). He has been an executive trainer for over 150 firms in Project Management and Strategic Planning. He has been a keynote speaker in several international conferences including conferences in Turkey, U.K., Korea, Denmark, Germany, Brazil, Costa Rica, India, and has made presentations for DILF in Copenhagen. Ram has published prolifically in academic journals and is one of the most cited authors in supply chain management with over 7400 citations to date. He is a past president and Fellow of the Decision sciences Institute. He is a senior editor of POMJ, associate editor of Decision Sciences Journal and an associate editor of the Journal of Operations Management.
The retailing world is undergoing significant change and globally retailers need to rethink their current models to stay relevant and successful. Tesco - the world's 3rd largest retailer - is taking this challenge head on. Tesco is step changing its global supply chain to meet the demands of their customers of tomorrow. This session will cover:
by Group Commercial Supply Chain and Logistics Director, Tesco Plc
For Coloplast the commercial landscape is changing. High growth rates in emerging markets and healthcare reforms in mature markets with high service levels as a key competitive factor, call for a differentiated approach to managing the supply chain. At the same time manufacturing capacity is increasingly utilized, requiring ongoing investments to ensure growth support and avoid sub-optimal operations. This presentation will cover:
• How does Coloplast manage the balance between agility and stability?
• Manufacturing footprint strategy definition
• Segmented approach towards products/customers
by Director, Supply Chain Strategy & Development, Coloplast A/S
by Global Supply Chain Director, Danfoss Power Solution Aps
We live and do business in a VUCA (Volatile, uncertain, complex, and ambiguous) world, where our business needs to adapt in order to win in the market. The supply chain also needs to adapt in this environment and one of the most challenging areas is forecasting in such unpredictable markets and improving responsiveness of the supply chain to market changes. Unilever Nordics has been on this improvement journey since 2010 and have improved service levels whilst reducing inventory supporting the business growth agenda. The following points will be covered in the presentation:
by Nordics Supply Chain Director, Unilever
Thursday May 8th 2014
Networking dinner (included in the conference fee)
Wednesday May 7th 2014
First Hotel Copenhagen
DK -2450 Copenhagen SV
Telephone: +45 36 15 51 34
Accomodation is not included in the conference fee. Should you require accomodation whilst attendding the conference 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 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
Use the registration form at dilf.dk/en/registration/.
Invoice and confirmation are sent after you registration is received.
For cancellations received in writing no later than 30 days before the event a fee with a deduction of 10% for administration charges can be refunded. A 50% cancellation fee will be charged for cancellations received in writing no later than 14 days before the event. Cancellations received in writing later than 14 days before the event will not be refunded. Substitution is allowed at no extra charge and the invoice will be corrected according to new participants’ membership status. Please inform DILF of any substitutions.
DILF reserves the right to change or omit event features, dates and venue. In case of changes DILF is not responsible for covering airfare, hotel or other costs incurred by delegates. In case of cancellation the paid fees are refunded, but above mentioned costs are not. DILF reserves the right to decline participants from direct competitors to speakers or sponsors of the event.