Kevin Alexander is Director of Procurement Solutions at Achilles. He has over 20+ years of commercial experience which include Head of Procurement roles in the Shipping industry (Shell Shipping, P&O Ferries), Category Management roles in FMCG and Upstream Oil and Gas; and strategic project leadership at the BBC. His experience includes implementation of Achilles and other procurement solutions in large, international organisations and he is delighted to share his experience and learn from others attending the event.
EBG | Network welcome Claus Blæsbjerg Poulsen, Head of Risk and Contract Management at Danfoss to Sourcing Outlook 2019. Together with Omeed Mosavat at Resilience360, Claus invite you to join his round table discussions during the day. Learn more about Resilience360 here.
Holistic supply chain risk management
The below topic will be brought up by Claus and Omeed at Sourcing Outlook 2019. You have the chance to secure a seat at either of their two round table sessions during the day. But don’t wait – seats are limited in order to maximize the experience exchange possible.
The Road to Resilience: strategies for achieving holistic supply chain risk management
Supply chain digitalization is a hot buzzword these days, but cannot be achieved through new technology alone. High-quality data, well-designed processes and, most importantly, the right people lay the foundation for global companies to maximize the value of digital supply chain risk management. This interactive round table session will be an opportunity to exchange views with peers on:
- Experiences, challenges and lessons learned in managing end-to-end supply chain risks
- How to prioritize risk assessment, develop methodologies and leverage procurement data with digital tools
- Opportunities to drive greater efficiency and transparency in digital supplier qualification
Claus is Head of Risk and Contract Management at Danfoss. He manages risk governance and mitigation within procurement, alignment between commercial and legal organization as well as contract lifecycle management. Prior to working at Danfoss, Claus worked at Vestas with procurement and business analysis.
Danfoss engineer technologies, which enable the world to reduce energy consumption and ensure an efficient use of resources. They produce and sell an extensive range of products and solutions for refrigeration, air conditioning, heating, motor control and off-highway machinery. Danfoss also provide solutions for renewable energy, such as solar and wind power, as well as district energy infrastructure for cities. Danfoss is a global Group, divided into four business segments: Danfoss Power Solutions, Danfoss Cooling, Danfoss Drives and Danfoss Heating. Danfoss Power Solutions is a leading player in hydraulic systems and electronic controls for powering off-highway vehicles used in construction, agriculture and road-building industries. Danfoss Cooling is a market leader in the air-conditioning and refrigeration industry. Danfoss Drives is a leading player within low and medium voltage AC drives, power modules and stacks for several industries. Danfoss Heating enjoys leading positions within residential and commercial heating as well as district energy. Danfoss is a privately owned company, founded by Mads Clausen in 1933. Today, the company is controlled by Bitten & Mads Clausen’s Foundation
Danfoss has about 28 000 employees, 71 factories and 23 R&D sites. Sales were 6.1 EURbn which is a growth of 7% in local currency.
About Sourcing Outlook
Sourcing Outlook is an informal yet to-the-point gathering held for the third annual time in October. Sourcing and procurement professionals meet to exchange know how and challenges and so enable real value.
The day consist of keynotes from Volvo Cars, Ericsson and Maersk. Focus session by Holmen and round table discussions – called Theme Discussions, by for instance DFDS, Novozymes and Electrolux. Welcome to join us – registration is open and until August 15th the investment is really low to join.
How many of you face markets in change? The need to adapt to new ways of working, to customer desires you need to adapt to, to technology development you cannot ignore and to a world where it is not a “nice thing” to be sustainable in every aspect but a must. EBG | Network are thrilled to welcome Pär Jacobson, Head of Global Procurement Strategy & Business Office at Volvo Cars to Sourcing Outlook 2019.
On October 10th in Stockholm, the day begin like Source 2 Pay Summit 2019 ended – with Volvo Cars sharing how their business development affect how they choose to make strategies in a changing world come true.
It is one thing saying you need to change – a completely different thing making it come true – over time. That is why Sourcing Outlook have the framing Strategy | Operations | Governance – to highlight the need for an end to end perspective, including the people and processes affected by strategies.
At Sourcing Outlook the number 1 questions is – “How do you make strategies a reality?”.
Pär will kick off the day with a keynote, content below. There is a lot to share – but in particular how the changes Volvo Cars face affect sourcing and procurement as a structure, strategy, function and profession.
Keynote: How do you manage and develop procurement under constant change?
With a market in transition and a business in change – Volvo Car has been, are and will be re-considering how to become increasingly agile. Agile in terms of how to collaborate and innovate together with suppliers, how to increasingly digitise and become more data driven and agile in terms of how to develop needed competences accordingly. All of which done with sustainable mobility in the core of every decision. To mention one aspect – in 2025, 50% of sales shall consist of electronic vehicles. During this session you will get a 360 view over how Volvo Cars are structuring sourcing and procurement for the future.
- How has Volvo Cars procurement structures and strategies changed?
- What does the shift in company focus mean for ways to organise and competences needed?
- How is digitalisation and data driven decisions incorporated into procurement development?
- In what ways are sustainability targets and market demands affecting business operations?
Followed by the much appreciated round table discussions – Theme Discussions – where You can sit down and learn from both the moderator – Pär – and peer joining the discussion. Those two sessions (you can choose all in all four Theme Discussions during the day) focus on:
How do you structure procurement in an agile way?
Understanding procurement need to become more agile – as in allocating and focusing resources where best needed – is easier said than done. Strategic sourcing and category management have been around a long time – how does analytics capabilities, the ability to manage large sets of data, rapid decision making skills and an outcome based and sustainable way of collaborating with suppliers fit into older ways of working? In this session you can discuss and compare ways of organizing sourcing strategies and procurement operations.
- What roles do category managers need to take in a more agile and data driven organization?
- In what ways do procurement need to become more value driven?
- How can you ensure all actions taken follow a sustainability strategy?
- How can you estimate if the actions you take will have the desired effect?
About Pär Jacobson
Pär is a passionate leader who just recently gave an appreciated presentation about the sustainability work Volvo Cars are doing that is quite unique. Today his responsibilities include leading a global team responsible for:
– Strategy and Business Development
– Competence Development
– Digitalization and Application Management
– Process and Quality Management
– Sustainability and Risk Management
– Legal and Contract Management
Prior to working at Volvo Cars, Pär has a background from McKinsey & Company, Haldex, Applied Value and SAAB Automotive to mention some experiences.
About Volvo Cars
Do you know be basics about Volvo Cars? Probably. If not, take a look at the bottom. But did you know the below? Picked from the Volvo Cars corporate website.
Our 2025 business ambitions
We’re ambitious and we continually challenge ourselves. The global automotive industry is changing, and Volvo wants to lead that change – in safety, connectivity, electrification and autonomous drive technology. Rather than just building and selling premium cars, we will provide our customers with the freedom to move in a personal, sustainable and safe way.
By the middle of the next decade, we expect to generate half of all sales annually from fully electric cars, one third of all cars sold to be autonomous driving cars, and half of all car sales to come through our subscription service.
of all sales annualy from fully electric cars
of all cars to be autonomous driving cars
of all cars to come from our subscription service
Volvo Cars aims to become a global and diversified mobility service provider. This means new models of car ownership and access, and new attractive services whenever and wherever customers want it. We want to come closer to our customers, so we’re aiming for more than five million direct consumer relationships by the middle of the next decade, creating new sources of recurring revenue.
And we’re aiming to do all this while generating premium-level profitability, driven by increased revenue across all three global sales regions and a broader range of cars, services and customers.
Volvo Cars in figures
- 642K Cars sold in 2018
- 43K Average number of employees
- 2.3K Dealers globally
- 14.2bn 2018 operating profit (bnSEK)
Reserve you ticket today!
Sourcing Outlook is not a fair and only open for a limited number of persons. Why? EBG want as many of you as is possible to be able to meet and learn from each other! Make sure to reserve your seat today, lowest possible investment until August 15th.
What would you do if you knew your organization need to speed up from idea to execution? From R&D to market readiness to delivery to and communication with the end customer? What would it mean for your sourcing and procurement strategies and operations if you knew you had to re-think your end to end strategies, operations and ways to govern them?
Christian is joining us sharing how Electrolux is changing globally and what implications that have and will have on sourcing and procurement as a strategy, structure, function, process and profession. He will share how they are changing not only indirect procurement but also direct and in what ways the strategies differ.
You do not want to miss this opportunity! Christian will do closed door presentations followed by an open discussion – what EBG call a mixed Focus Session and Theme Discussion.
Closed door Focused Theme Discussion
Below is the topic Christian will share and discuss. The beauty lies in the full circle strategy – operation – governance aspect. Even though we will be able to follow up on the progress in a few years, a lot is already under way.
How can procurement act to adapt and align with a changing external world?
Your organization too probably need to face a changing market and external world, adapt to what is and what will be and to align with both internal and external stakeholders. Electrolux is in the midst of rearranging several aspects of how to organize to meet those changes and it is affecting both direct and indirect purchasing. What was handled as several business units will now be one, what used to be managed regionally may now be managed globally, what may have been an analogue interface towards stakeholders will now be digital. Purchasing will be globalized and the teams that are created ahead will have direct collaboration with R&D, Engineering and other internal stakeholders. Learn from the journey Electrolux is on and compare with your plans for the future.
- How is Electrolux re-organizing its local, regional and global sourcing and procurement strategies?
- What will the re-organization mean for previous category teams and strategies?
- How has direct and indirect purchasing changed towards value based sourcing the past years?
- Is what ways are the skill-sets ahead different from before?
About Christian Herge
Christian has an extensive background from within Electrolux. Change management responsibility, portfolio director, product planning, program office director to name some areas he has been heading. Before Electrolux, Christian worked for several years at McKinsey & Company.
Through the Electrolux brands, including Electrolux, AEG, Anova, Frigidaire, Westinghouse and Zanussi, the company sell more than 60 million household and professional products in more than 150 markets every year.
Electrolux has been doing business since 1919. The headquarters are located in Stockholm, Sweden, and the Electrolux share ELUXb is listed on Nasdaq OMX Stockholm.
As per February 1st 2019, Electrolux is structured into five business areas. There are four regional consumer-focused business areas and one global business area:
- North America
- Latin America
- Asia-Pacific, Middle East and Africa
- Professional Products
Group functions include Finance, Legal Affairs, Consumer Experiences (product and ownership experience innovation, design and marketing), Global Operations (manufacturing, purchasing, supply chain, product architecture and quality), IT, Human Resources and Communications.
The business model
To achieve our purpose and drive profitable growth, Electrolux uses a business model which focuses on creating Best-in-Class Consumer Experiences. This is supported by a strong foundation of Operational Excellence and Talent & Teamship, as well as three important transformational drivers.electroluxgroup.com
Sourcing Outlook is held for the third time in October. The aim to ensure as many as is possible to meet face to face. To have informal conversations that make an impact. That give You who join us insights from different industries. EBG focus on the What and How to – turning visions into concrete action plans. Registration is open and you will be offered to choose Theme Discussions in advance ensuring you a seat where you most want it.
Data is the new gold. Understanding where to push, where to pull and how to progress ahead. Using data to communicate, to visualize a potential and to highlight risks. But – data is also everywhere, sit in different systems, is managed by different functions and even classified different between organizations within a company. So how can you ensure you are able to use data as is possible?
EBG | Network are happy to welcome Anne-Sophie Ravnholt Frandsen, Director, Head of Sourcing Development & Analytics at Novozymes to Sourcing Outlook 2019. On October 10th Anne-Sophie invite You to join her Theme Discussions (round table discussions) focusing on how to create a data driven procurement organization. Sourcing Outlook is held in Stockholm for the third annual time.
Theme Discussion focus
With limited space available you can sign up to join the below discussions hosted by Anne-Sophie:
How do you create a data driven procurement organization?
Most agree data is business development gold. Both learning from historical data but not the least being able to proactively use data to make better decisions. At Novozymes, management decided to increase focus on analytics with the aim to both understand data and turn insights into actions in order to position procurement to become more strategic. Learn from their decisions and compare with your organization.
- What does a data driven approach mean in reality?
- How does the needs differ between direct and indirect procurement?
- In what ways does the analytics and sourcing team co-operate with category managers to ensure value delivery?
- How do you ensure the organization is ready to act upon data gathered, shared and communicated?
Anne-Sophie is an attorney at law and worked in that capacity at Novozymes for several years. In 2015, Anne-Sophie started working with strategy and development within corporate functions and was asked to head the analytics initiative where is work now. Her background give her a width and grounded view over business development.
While our roots stretch back to the foundation of Novo Terapeutisk Laboratorium in 1925, our story really began in 2000 when Novo was split into three independent companies: Novo A/S, Novo Nordisk A/S, and Novozymes A/S. We already had a strong portfolio of enzymes at this point, especially for the Food & Beverages and Household Care industries.“Our story in brief”
Novozymes is the world leader in bioinnovation. Their business is industrial enzymes and microorganisms.
More than 6,000 Zymers are here to make a difference. In Science Magazine’s global Top Employer Survey, we’ve ranked top 10 for three years running. We were ranked the second best employer in 2017.“Top global employer”
About Sourcing Outlook
For the third year, EBG | Network host Sourcing Outlook, a one day conference where sourcing and procurement professionals meet and share experiences together with experts in different areas.
What others thought in 2018
Organization level – top class! Great speakers and relevant content. Very inspiring! I have found something useful for me from each presentation.
Well selected and interested topics. Also workshops was really good with interactions. Even workshops was really good prepared.
Well thought of setup. In other similar networking activities the sponsors are predominant which decreases the overall experience. At SO this is well balanced.Feedback from organizations joining Sourcing Outlook 2018