Velkommen til · To improve delivery performance to match company target To reduce inventory to company target Incl introducing inventory predictability Implement Inventory models

Velkommen tilSuccesfulde transformationer i Operations

Passion…for transformation

12:50 Velkomst13:00 Indlæg om at sikre tilfredse

kunder og reducere omkostningerv. Pernille Fagerberg, DirectorGlobal Supply Chain, Danfoss

13:30 Indlæg om at sikre tilfredse kunder og reducere omkostningerv. Allan Kristoffersen, Kædedirektør, Kvickly

14:00 Opsamling og perspektiveringv. Jan Stentoft, Professor

14:45 Pause og networking

15:00 Indlæg om profitabel vækstv. Søren Birn, CEO, Fertin Pharma

Succesfulde transformationer i Operations

15:30 Indlæg om profitabel vækstv. Torben Hvid Larsen, CTO, MHI Vestas

16:00 Indlæg om profitabel vækstv. Henrik Mielke, CEO, Enemærke & Petersen



17:30 Indlægv. Erick Thürmer, CEO, Thürmer Tools

18:30 Afrunding og tak for i dag














Succesfull transformation in Supply ChainPWC conference, Nov 19th 2019Pernille Fagerberg

6 | Danfoss Power Solutions

Danfoss facts 2018

Employees 27,795

Net sales 6.1bn EUR

Worldwide sales more than 100 countries

Factories 71 in 20 countries

Top three markets USA, China and Germany

Ownership Privately held

Headquarters Nordborg, Denmark

7 | Danfoss Power Solutions

Our organization

Danfoss Group Executive Team

President & CEO

Kim Fausing

Executive Vice President & CFO

Jesper V. Christensen

Segment President, Danfoss Power Solutions

Eric Alström

Segment President, Danfoss Cooling

Jürgen Fischer

Segment President, Danfoss Drives

Vesa Laisi

Segment President, Danfoss Heating

Lars Tveen

Regions

North America Central Europe North Europe China South Europe Asia Pacific

Latin America Russia Eastern Europe Turkey, Middle East & Africa India Global Accounts

Segments

Danfoss Power Solutions Danfoss Cooling Danfoss Drives Danfoss Heating

GlobalServices

GroupFunctions

8 | Danfoss Power Solutions – overview, Latest update: November, 2018

Business Structure

Cartridge Valves

HIC

Net Sales 2018: 69 mEUR

9 | Strategy & Business Development

IntroductionHigh level in brief – End to end supply chain concept

Situation & Challenge: The main challenge is the delivery performance from the two plants. Perceived to be driven mainly by supplier

issues and capacity issues. A project kick-off delivery service to request was at 47%

Ambition: The ambition is to create a Global Supply chain process to ensure that Comatrol gets in control of

the delivery performance and inventory levels. OTD to req. 47% -> 90%

Targets: To improve delivery performance to match company target To reduce inventory to company target Incl introducing inventory predictability Implement Inventory models that optimizes Leadtime to market To create high performance driven by robust and sustainable processes

• Supply Chain Process blue print supported by systems End to End• An audit process that ensures sustainable performance moving forward

10 | Controls Division – KPI Reporting Mar

What does firefighting look like? (AS-IS)… a business where squeaky wheel gets the oil – where everything squeak at last

• system where the focus Is driven by various hot lists the date gives no priority

• The delivery due date must be the priority otherwise this firefighting will keep on going

• We need reliable dates in the system and master data the reflects reality

• Current situation orders placed in time outside time fence has a poor service

10

SAP

OrderBook

SOD

Weekly

CSRPriorit

y

HOT list

Terex list

Weekly list

CSRSusan

Schedule

Broadcast Emails & Instant message

Broadcast Emailsmaterial shortage

Assembly

Planner

Production scheduler

Material Handler

Supervisor

Priority

Schedule

Fulfillment Project Paradigms

System-driven - rather than coordination-driven.

Support being in front instead of behind.

Global Alignment - Local Responsibility.

Dynamic setups to changed conditions.

Situation-adopting processes with clear visibility to prioritization.

Inventory used for sales and flexibility instead of variation.

The pillars of Controls Fullfillment model...from chaos to structure – through common global processes

•Segmentation, master data & Stocking Strategy

•S&OP/GDP/FC •Planning •ATP (incl capacity)•Inbound Processes•People/Competencies/Audit•KPI

Project steps, organization & timeline

13

Strategy, KPI, &Process Design.

1. Product/ customer Segmentation

2. KPI and risk profiling. 3. Order

winning/Qualifier4. Process Framework &

Blue print future business model

5. Aligned understanding and

language6. Approach: Scenario

tactics, road blocks, and hurdles

Performance Management

Global KPI’sCommon structure

S&OP (GDP)Forecast, capacity,

and inventory decisionsManagement structure and alignment between planning and financial

systems

Understand & Align Structure, Forecast & Capacity Design & implement Sustain

Wave 1 (13 weeks)

Loca

lG

loba

l

Global ProcessesKPI-structure aligned between factories.

Forecast process defining expected demand (GDP).S&OP defining capacity and inventories.

Inbound Supply Forecasting.Demand Management

Local ResponsibilityLocal structure, layout, and organizations.

SAP material and production setup (MM & PP).Planning and execution processes.

Manufacturing Engineering & Maintenance.Quality insurance programs.

Wave 2 (13 weeks) Wave 3 (13 weeks) Wave 4 (13 weeks)

External Ressource

Decision teamSteering commitee

Reference group

Internal Ressource

FoundationCreate a solid & robust

foundation by designing structure,

footprint & organization supported by THE

SYSTEM.

Internal Ressource

Create guiding principles

14 | Distribution 2025

Challenges on the way.....

Need for org changeInsufficient

capacity

Processes

Keeping locations in

sync & aligned

Containment

Getting Momentum

Availability of key

resources

Change manage

ment


How to anchor the the processes.....Fullfilment process a part of our DNA

Management attention

Daily RootCause Problem Solving meeting

Awareness of customer

needs

Audit process

Personal objectives for leaders

& SC individual

KPI follow up

Involvement of cross functional

org

Training


Q1-18 Q2-18 Q3-18 Q4-18ICS2 sites / 1 Year

SVS5 sites / 2 year

BuildingMapping & design

Design & Implement Sustain

Roll out continues…..Plan to cover the major part of BU SVS within 2019+2020

US DK

Gradual implementation

Staged implementation

Q1/2-19 Q3/4-19 Q1/2-20 Q3/4-20

Staged implementation

Current

Status

SLO CN BR Staged Implentation


...the project has connected a dedicated team with front-line passion

...delivering on relevant KPIs

...while strengthening the customer experience

Successfull tranformation because....

... with a Supply Chain model adaptable to business dynamics,

...and with increased and sustained SC competences

... Inventory predictability ability


Cost effects

Impacted areas – not prioritized

• No firefighting• Lean shopfloor execution• Optimized internal flow• Significantly improvement inbound flow• Optimized admin processes– using ”robotics”• Reduced Premium Freight• Reduced penalties• Reduced E/O

Summarizing to double-digit percentage improvements

Ojectives:

Accelerategrowth

Increase CLI

Optimize CM



























Revision. Skat. Rådgivning.

Opsamling og perspektivering





14:45 Pause og networking15:00 Indlæg om profitabel vækst

v. Søren Birn, CEO, Fertin Pharma





















November 19, 2019

A CDMO owned by EQT (70%) and Bagger-

Sørensen & Co A/S (30%)

Pharmaceutical and nutraceutical products through

oral and intra oral delivery systems focusing on superior

organoleptic performance

750Employees

Global pharma and nutra customers:GSK Consumer Healthcare, Perrigo, J&J, Mylan, Glenmark, etc.

Fertin Pharma A/S

130 mill.EUR turnover

Growth and profit

WHY?

• Purpose

• Objectives• Improve positioning• Drive expansion of opportunities• ROIC / Value creation

• Strategy

WHAT?

Actives

Delivery Systems

Geography

EU

US/CAN

RUS/CIS

LATAM

India

China

AUS/NZ/JP

ROW

Nutraceutical

X

Y

Z

::

n

X

Y

Z

::

n

Pharma

Extruded Compressed PowderLozengesZapliq® Zapliq®

Chewing Gum Chewable Tablets

FDT Pouch Zapliq® Paste

Other Formats

HOW?

Complexity

Capabilities CAPEX

HOW?

Attract the right customers

Operating Model Leadership














33 | CxO conference, PwC | 19 November 2019 | Classification: PUBLIC

© 201[x] MHI Vestas Offshore Wind A/S

TORBEN HVID LARSENCTO

PwCAnnual CxO Conference

Profitable Growth

Building an organisation that secures cost-out and global supply

in a growing market



● A joint venture between two industry leaders: Vestas Wind Systems A/S (50%) and Mitsubishi Heavy Industries Ltd (50%)

● Founded 1 April 2014, now employing ~3,500 employees

● Sole focus on offshore wind

● Our business is to design, manufacture, install and service wind turbines

● Our approach is truly collaborative – we aim to create strong partnerships with customers, suppliers and other stakeholders in the industry

Established in 2014 on decades of experienceDelivering affordable offshore wind power



MVOW global footprint – our offices, manufacturing & assembly facilities

OFFICE location

MANUFACTURING / ASSEMBLY facility



Growth

402.664

535.906531.243

942.155

1.299.545

8.320 -44.216 -120.525 -98.287

52.989

-200.000

0

200.000

400.000

600.000

800.000

1.000.000

1.200.000

1.400.000

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 -

500

1.000

1.500

2.000

2.500

3.000

3.500

4.000

Employees Revenue Profit

EU

R´0

00

Em

ploy

ees



Market forecast



Offshore wind Levelized Cost of Energy is approaching grid parityMarket volumes driven by strong political frameworks and reduced subsidies

Plunge of strike price reduces subsidy amount, leads to further offshore market volume

Government led auction enables fierce competition

Source: MAKE Consulting, MHI Vestas Offshore Wind, MOEA TW• UK and TW Strike Price has been converted to EUR with the currency rate at timing of the tender• Subsidy free tenders are described with the expected market price

0

25

50

75

100

125

150

175

201920172016 20182015

Wikinge Sud

Borssele 3+4

Zuid Holland 1&2He Dreit

Krigers FlakDanish Near Shore

Strik

e Pr

ice

(EU

R /

MW

h)

Zone 19Zone 14

Baltic Eagle

Gode Wind 4

Borkum Riffgrund West 1

Zone 18Zone 12

Horns Rev 3

Hornsea 2Gode Wind

OWP West BR West II

Borssele 1+2 Moray

East AngliaNeart na Gaoithe

Triton Knoll

DE

DK

TW

NL

UK

Forms a virtuous circle

* Grid parity range by ~2024

---Trend



Category Management – set-upDecisions, execution, utilisation of resources

Procurement Board& Sponsor

Core Team

Deliver strategic direction to teams Directional, Strategy and budget approval and implementation

sign-off followed by execution reviews to ensure that the category strategies supports the overall MVOW strategy

Develop and implement the category strategy

SteerCo Strategic direction for Category Management Monitor and support the implementation Prioritize related strategic initiatives

Extended Team Support the Category Team during development andimplementation of the category strategyDo not attend at regular Category Team meetings but their insight,knowledge and support will be needed from time to time.



Projects run by project manager from portfolio managementCost tracking done by Portfolio Management

Cost-out Idea generation maturity funnel

Any ideacapture

Idea generationspecific

improvements(cost in and out)

Idea qualification

Early business case estimation

Idea verificationAssigning project

manager and prepare for G1

Idea prioritization IQuarterly per

system

Run Initiative on idea

PM (Program Specialists)• TM (All functions)• Vestas (System

specialist) • External specialists

(Rotor, Structure, Electrical, Power Train)

PM (Program Specialists)• PD (Product

Specialists)• TM (All functions)• PM (Turbine Sales

Solutions)• Vestas (Rotor,

Structure, Electrical, Power Train)

• LAC & Tower (Tower Design)

• Sourcing (Category Managers)


Specialists• TM (All functions)• PM (Product

Specialists)• LAC & Tower (Tower

Design) • Should Cost• Vestas Engineering• Sourcing• Suppliers


Specialists• TM (All functions)• PM (Product

Specialists)• LAC & Tower (Tower

Design)• TM (Engineering +

Platform mgmt.)

Idea prioritization 2Quarterly per system

Idea prioritization 3

Quarterly

On going all functions On going per system 4 weeks qualification sprints 8 weeks verification sprints

OngoingNew project can be initiated every monthCorrectional starts according to local prioritization

IL0

G1G0

WS

IL1

Track – Technology Project

…

Local Idea screening

Correctional run by Technical Management and Product DevelopmentCost Tracking done by Portfolio Management

Track – Correctional’s



Cost Out Idea - Implementation

- Technology Project with Project Manager- Stage / Gate model

- Engineering Change Management- Category Management teams

IMPLEMENTATION



Let’s move the horizon.














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CEO Henrik Mielke

Profitabel vækst – En rejse fra håndværk til industriel tænkning

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Hvad fortæller jeg om i dag?

• Hvem er Enemærke & Petersen?

• Et bud på profitabel vækst med afsæt i Enemærke & Petersen a/s

• Hvorfor industrialisering og produktivitet som et vigtigt element i profitabel vækst ?

”It’s all about people”

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Her finder du Enemærke & Petersen

Ringsted - hovedkvarteret

Glostrup - byggefabrik og E&P service

Aarhus

Aalborg

Projektkontorer for BYK TRUST og KAB byggepartnerskab &OS

+ ca. 50 byggepladser rundt om i landet

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erVækststrategi 2010 - 2020

Vi fik udarbejdet en fremragende-analyse (Good to Great/Build to last – analyse) af Enemærke & Petersen a/s som førte til

Strategi på vej mod 2020.Vedvarende vækst inden for eksisterende og

nye forretningsområder, og samtidig fastholdelse af høj indtjening.

AmbitionDobbelt op i forhold til 2010-omsætningen i løbet af strategiperioden, dog ikke hurtigere

end fastholdelse af overskudsgrad på mindst 5 % tillader.

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erVækststrategi 2010 -2020

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erKultur et bærende element: Kultur - en ikke-imiterbar konkurrencefordel

På den grønne bane og med fokus på det vi har kontrol over, og der hvor vi kan gøre vores indflydelse gældende, skaber vi i

fællesskab bemærkelsesværdige resultater

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Vi opnår resultater med gode samarbejdspartnere ProcesprisSamfundsansvar

Holmbergskolenårets skolebyggeri

2019

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erEnemærke & Petersen a/s – ”historien giver mod på fremtiden”

- 250.000 500.000 750.000

1.000.000 1.250.000 1.500.000 1.750.000 2.000.000 2.250.000 2.500.000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Omsætning

Omsætning

-

25.000

50.000

75.000

100.000

125.000

150.000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

EBIT

EBIT

I 2010 blev strategien ”På vej mod 2020” søsat. En ambitiøs strategi, som blev døbt ”Dobbelt op”, Omsætningsvækst kr. 950 mio. til tæt på kr. 2,250 mio. i 2018 – EBIT + 6%

NB EBIT resultat for 2018 er før hensættelse til MgO-problematikken

Værdiansættelse af E&P Mio.kr.

År 2000 60 Omsætning kr. 300 mio. EBIT 2-3%

År 2018 600-700 Omsætning kr. 2.260 mio. EBIT 5-6%

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Hvorfor industrialisering og produktivitet som et vigtigt element i profitabel vækst ?

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Billede af en dansk byggeplads

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Produktivitet og industrialisering – afsæt i vores strategi 2020

Projektets påvirkning

2010

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Produktivitet og industrialisering

Spild:En tredjedel af tiden på byggepladsen er spildDårlig logistik, materialemangel og forkert byggepladskoordinering betyder lønspild og dyrere byggeri. Effektivisering kan gøre byggeri 20-30 procent billigere, mener Bygherreforeningen

30%

19%12%

21%

6%

5%7%

Effektivitet på en typisk dansk byggepladsProduktion Klargøring Borte Vente Gå Transport Samtale

Flytter vi bare 3 til 6 % fra ikke værdiskabende tid til produktion, har vi øget den produktive tid med 10-20% Potentialet er meget synligt

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er Industrialisering:Fokus på industrialisering af processer og præfabrikerede bygningsdelegiver mulighed for byggesager med godt flow, glade håndværkere, tilfredse kunder og en bedre indtjening.

Erfaringer i Enemærke & Petersen viser, at vi positivt kan påvirke og udvikle industrialiserede processer og præfabrikerede bygningsdele.

Erfaringer på større facaderenoveringsopgaver i Albertslund og på Urbanplanen viser en besparelse på ca. 15 % ved brug af præfabrikerede facadeelementer kontra traditionel manuel facadeopbygning

Project

Jobbing

Batch

Mass

Continuous

Manufacturing process types

Produktivitet og industrialisering

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Det arbejder vi med i E&P

- Produktivitet/industrialisering sammen med PwC og Aarhus Universitet (Revalue – værdikæden)

- Industrialisering - Rebus Renovating Buildings Sustainably et samfundspartnerskab for at fremme bæredygtige renoveringer til gavn for brugere, industrien, miljøet og samfundsøkonomien.

- ”Den hjælpende hånd” i samarbejde med byggeriets parter med støtte fra Grundejernes Investeringsfond og Realdania

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erByggefabrikken i Glostrup

- Tankemæssigt at gå fra værksted til byggefabrik

• Inspiration fra industrien• LEAN og Last Planner System• Vi sparede kr. 1. mio. på

byggefabrikken

Industriel tankegange:• Flytte produktion fra byggepladsen

til byggefabrikken.

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Byggepladsens produktivitet – vi måler og drøfter resultaterne

Branche gennemsnittet for produktivitet er ca. 30 – E&P’s gennemsnit ligger på 36, hvilket indikerer, at E&P er ca. 20% mere produktive end branche-gennemsnittet.

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Produktivitetsmålinger giver os et benchmark

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Meget kort konklusion og læring:

• Byggeledelsen DESIGNER HÅNDVÆRKERNES OG PROJEKTES PRODUKTIVITET!

• Supporterfaringer viser, at der er stor sammenhæng mellem god planlægning og den resulterende produktivitet

• Jo mere præfabrikation væk fra byggepladsen, jo højere produktivitet• Synlig ledelse = højere produktivitet• Snævre faggrænser hæmmer produktiviteten

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”Den hjælpende hånd”– håndværkerne deler opgaverpå Sankt Annæ Gymnasium

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er AS IS - TO BE: Kortere byggetid bedre flow

Murer TømrerVente Vente VenteTeknik Maler

Murer Tømrer Teknik Maler

Byggeperiode

Byggeperiode

Pulje af kompetencelette opgaver til fordeling

”Den hjælpende hånd”- håndværkerne deler opgaver på Sankt Annæ Gymnasium

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Generelt benchmark for branchen vs. benchmark for Sankt Annæ Gymnasium

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Måske den største barriere af alle for produktivitet og Industrieltankegang.

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Spørgsmål ?














Opsamling og perspektivering



























Afrunding og tid til networkingMentimeter

Tak for i dag

Documents

Velkommen til · To improve delivery performance to match company target To reduce inventory to company target Incl introducing inventory predictability Implement Inventory models