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.
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.
by /Keynote speaker Dr. John Gattorna
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:
by S&OP Manager, Pandora A/S
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:
by , Process Development Manager, IKEA of Sweden & , Project Manager - Logistic Development Supply Chain, IKEA of Sweden
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:
by Global Supply Chain Planning, Nilfisk A/S
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:
by Global S&OP project manager, Novozymes
Wednesday June 10th 2015
First Hotel Copenhagen
DK-2450 Copenhagn SV
Phone: +45 7012 73 73
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.
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.