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Planning 2015

DILF’s Planning conference is an an­nual event aimed towards practi­tioners and leaders within the SCM/ planning and forecasting field such as planners (demand, supply, S&OP), supply chain specialists/project mana­gers, logistics managers/directors/VP, supply chain managers/ directors/VP.

Don’t miss the opportunity to upgrade your skills and gain knowledge from some of the frontrunners in the field.

The Planning conference is held in parallel to our Supply Chain Strategy conference to enhance networking and knowledgesharing between professionals from both fields. Read more about the Supply Chain Strategy programme here

The day after the conference a workshop will be held. Read more about the workshop here.

Program

08.30 Registration

09.00 Chairman´s opening remarks

09.15 KEYNOTE: Dynamic Supply Chains: how to design, build and manage people-centric value networks

John Gattorna is respected worldwide for his integrative model “dynamic alignment” which has been developed and field tested over the past 20 years. John Gattorna´s whole ‘dynamic alignment’ approach adopts ‘Design Thinking’ principles, focusing to re-interpret what customers are saying in the marketplace, and use this knowledge to reverse-engineer the processes back into the organization itself, right through to the back office and beyond to the supply-side of the business. Departing in his latest research and book (published in May2015, but officially launched in Sept’15), John Gattorna takes his research a step further by linking customers to the enterprise with via multiple supply chains, in a conscious design process, and removing most of the guesswork.

Key learnings:

  • Dynamic supply chain excellence by design
  • Linking marketplaces via a range of supply chains
  • ‘Inside-out’ thinking replaced by ‘outside-in’ thinking
  • Refined ways to apply S&OP techniques for planning purposes

by /Keynote speaker Dr. John Gattorna

Biography Dr. John Gattorna

Dr. John Gattorna is one of the most respected supply chain 'thought leaders' in the world. He has spent a lifetime working in and around supply chains, in many different capacities – line executive, researcher, consultant/adviser, teacher and author. He is passionate about the subject – some might say obsessive. The unique thing about John's perspective is that he presents a multi-disciplinary approach to the design and management of enterprise supply chains, and this requires an eclectic mindset. John is also the author of several books along the way as his thinking has evolved, but his three most recent titles have been seminal: Living Supply Chains (2006); Dynamic Supply Chain Alignment (2009); Dynamic Supply Chains (2010). His latest book will officially be launched at the 6th annual “Thought Leadership” summit in Athens late September.

10.40 Coffee break

11.10 Commercial S&OP process integration

Pandora has gone through an identity change, moving away from their role as wholesale supplier to a much more retail-oriented company. This strategy has proven a success, as Pandora has continued their growth beyond all expectations.

The identity change at Pandora is reflected in the entire supply chain and planning processes. In January 2015 S&OP processes at Pandora was given an extra dimension, now including not only a production focus but also an alignment with commercial processes. Thus, instead of having a mainly supply chain driven S&OP function, planning processes are now supported with inputs from e.g. Finance, Category Management, Merchandising and Group Strategy. Hear more about the process that Pandora has gone through, the changes in S&OP working-processes, challenges and learnings, and see the first realized results from the transformation. Key Learnings:

  • Step change processes
  • S&OP contributions towards Supply Chain alignment
  • Change management

by S&OP Manager, Pandora A/S

12.00 Coffee break

12.25 The importance of transparency: How to monitor Supply Chain performance at IKEA

Being a multinational group of companies IKEA has a large supplier-base situated all over the world. This creates challenges in the planning itself, where IKEA also have faced great difficulties: Orders sent to suppliers have been unpredictable, orders may be cancelled etc. - making life difficult for suppliers and other stakeholders in the supply chain. To address the inefficiencies that this brings and create a higher degree of alignment in their Supply Chain, IKEA initiated an “on-time delivery” project 2 years ago. The aim of the project was to create visibility into the various planning functions, identify where the planning – or the execution is failing and take action based on these insights. Key learnings:

  • How to measure planning and execution performance
  • Connecting planning and execution processes
  • Developing and implementing a monitoring framework
  • Results and learnings from the project

by , Process Development Manager, IKEA of Sweden & , Project Manager - Logistic Development Supply Chain, IKEA of Sweden

13.15 Lunch

14.15 Proactive planning processes at Nilfisk A/S

At Nilfisk A/S inventory management was previously a matter of reacting and problem solving. Thus, back in 2011 planning and operations went through a large transformation, aligning processes and giving planners the right tools to measure and balance KPIs within inventory level and service levels. To support the process all products were segmented. Today we meet Nilfisk four years later and their journey has evolved to a new level. Their practices are being implemented at all distribution sites, production sites and sales companies around the world, and the results are promising, however the journey only just started. Learn more about Nilfisk initiatives on inventory management and hear about the success stories and challenges they have faced four years into a Global implementation phase. Key learnings:

  • Inventory management
  • Segmentation – how to?
  • Global inventory management
  • Change management
  • Challenges and continued optimization

by  Global Supply Chain Planning, Nilfisk A/S

15.05 Coffee break

15.40 S&OP and change management in a complex world

Implementation of S&OP is not a straightforward process. Two years ago, Novozymes initiated a S&OP pilot project in USA, which since has been rolled out and further developed globally from the Danish headquarters. The implementing of S&OP immediately faced the complexity of a large global corporation and the barriers to working cross-functional.
Implementing S&OP at Novozymes involves a complex matrix organisation with global – regional and industry functions working across country boarders and languages. With more than +100 stakeholders just in the European region, implementation has been - and still is a highly complex journey. The manage this journey, Novozymes focussed on change management practices right from the very beginning. This presentation will take you through the S&OP journey that Novozymes started almost 2 years ago, a journey which according to Global S&OP Project Manager Martin McKinnon Edwards would not have been possible without a strong focus on change management. Key elements in the presentation will be:

  • S&OP practice at Novozymes and the journey towards this
  • Stakeholder management in practice
  • Organizing for S&OP
  • How to get buy in
  • Learnings and good advices from the S&OP and change management journey

by Global S&OP project manager, Novozymes

16.30 Chairman´s closing remarks

16.45 End of conference, refreshments and networking

Time and place

Wednesday June 10th 2015

First Hotel Copenhagen
Molestien 11
DK-2450 Copenhagn SV
Phone: +45 7012 73 73

Prices

Conference fee:
DKK 3.975,- / EUR 535,- Member of DILF
DKK 5.475,- / EUR 737,- Non-member of DILF

DILF members can register 3 participants and pay only for 2.

The fee is inclusive of programme materials and refreshments as stated in the programme.

Registration

Use the registration form at dilf.dk/en/registration/.

Invoice and confirmation are sent after you registration is received.

Cancellation and substitution

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.

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