morgenmøde: selection & organization 15. marts...

Morgenmøde: Selection & organization

15. marts 2018

AGENDAKopenhagen Fur

presentation

01 The Fur industry

Historical view, how the fur business is organized, current trends

Kopenhagen Fur

Company presentation

Strategic considerations

Where to take the industry and Kopenhagen Fur

Your feedback

The valuable external perspective

02

03

04

Global production has been increasing but fluctuating

0

10.000.000

20.000.000

30.000.000

40.000.000

50.000.000

60.000.000

70.000.000

80.000.000

90.000.000

Number of mink

… as have the world market prices

0

100

200

300

400

500

600

700

0

10.000.000

20.000.000

30.000.000

40.000.000

50.000.000

60.000.000

70.000.000

80.000.000

90.000.000

Verdensproduktion Gennemsnitlig skindpris DK

Number of mink

The mink fur value chain

PeltingFarm Transport Sorting Auction Shipping Dressing Manu-

facturing

Retail

Fur producing countries


facturing

Retail

North America

DK

NL

PLCN

Fur Auction houses


facturing

Retail

NAFAKopenhagen

Fur

Saga Furs

Dressing, dyeing and manufacturing


facturing

Retail

ChinaRussia

Italy

Turkey

US/CA Korea

Japan

Greece

Vietnam

Cambodia


presentation

01 The Fur industry


Kopenhagen Fur



Where to take the industry and Kopenhagen Fur

Your feedback


02

03

04

Transparens

KF Profit after tax

100

133

81

252269

371

432

135

186

3

125

0

50

100

150

200

250

300

350

400

450

500

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

+122

DKKm

Sale of skins

20,3 19,620,4

21,5

25,2

29,9

26,4

28,4

0

5

10

15

20

25

30

35

2010 2011 2012 2013 2014 2015 2016 2017

Mio.

15,5

12,0

Danske mink Udenlandske mink

Øvrige skind Genudbudte

2017

Average sales price

321

379

476

574

295

336

216238

2010 2011 2012 2013 2014 2015 2016 2017

DKK 262

207

0

50

100

150

200

250

300

2017

Danske Udenlandske

+10%

(+ 22 kr.)


presentation

01 The Fur industry


Kopenhagen Fur



Selection & organization

Your feedback


02

03

04

Background for the ERP implementation was a new Business strategy


facturing

Retail

Sustainability – Efficiency

Digitalization – Innovation

Supported by +100 own developed IT systems,

no common data model, no business processes

Vi havde en række udfordringer med IT understøttelsen

Mange individuelle

løsninger

Login til avler-app

Talonnumre

Personafhængig

• Understøtter ikke at avlere har mere

end 1 million skind

• Udarbejdet af specifikke personer

som er ansvarlige for drift og

vedligeholdelse

• Det tekniske fundament tillader ikke,

at brugere sikkert kan logge ind i

systemet ej heller SSO support

• Manuelle, komplekse og ikke

sammenhængende processer

• IT sikkerheden er meget lav

• Ny persondatalov kan ikke

håndhæves

Vi ville nu (endelig) inkludere hele værdikæden og omkringliggende support processer i en IT understøttelse

Farm Logistik PelsningIndlevering

central

KF

modtagerSortering Lager Auktion Køber Kunde Forbruger

Kundeservice

Rådgivning

Interessevaretagelse og foreningsarbejde

Marketing, Kommunikation

Avlerservice

Finans & IT

HR & Jura

Omfattet Ikke omfattet

Kopenhagen Fur Studio & Oh!

Supply Chain

Support funktioner

SalenKvalitetssikr.

For at kunne eksekvere på Plan 2020

Koncernprioriteter

Medarbejdere8

Digitalisering7

Innovation6

Bæredygtighed5

Effektivitet4

Forbrugerne3

Kunderne2

Avlerne1

… sikre grundlaget for den moderne arbejdsplads og effektiv

vidensdeling

… skabe fundamentet for øget automatisering og muligheden for

hurtigere udvikling af nye løsninger

… facilitere kontinuerlig udvikling af services og nye

samarbejdsformer

… skabe transparens gennem sammenhængende processer der

understøtter WelFur

… sikre overblik og sammenhængskraft i forretningen

… sikre udviklingen af den optimale kundeoplevelse gennem

business intelligence

… tilbyde digitale løsninger der fremmer samhandlen med KF.

… sikre vidensdeling på tværs så Avler opnår endnu højere service.

Samt tilbyde nemme fleksible løsninger der knytter avlerne til KF.

8 Forretningssystem implementeringen ‘kan, vil og skal’

Dynamics 365 var valgt, Quorum blev valgt som partner til at gennemføre en selektionsproces

Valg af leverandør

RFP process*WorkshopsRFI process*

4 3 112 Antal

leverandører

Markedsanalyse

af potentielle

leverandører

Kvalificering af

leverandører på

baggrund af

møder og

workshops

Vurdering af

udvalgte

leverandører

konkrete tilbud og

performance samt

referencer

Accept af projekt

Allokering af

funding til

investering

Forhandling og

endelig kontrakt

Projekt

styregruppe

Projekt

styregruppe

Projekt

styregruppe

KF bestyrelse

(Projekt

Styregruppe)

Aktiviteter

Beslutnings-

tager

1

Forhandling

Eksekvering af

projekt i henhold

til plan og

forventninger

Projekt

Styregruppe

Projekt fase

*: RFI = Request for Information, RFP = Request for Proposal

Ved opstart fik vi styregruppe prioriteter og vægtning til senere vurdering af leverandørerne

Vendor criteria Weight

Methodology & competences 35%

AMS contract & flexibility 20%

Cost (CAPEX & OPEX) 30%

Implementation plan 15%

Overall vendor selection criteria

Methodology & competences

Description of methodology

Explanation of how it is applied in KF

(pragmatism)

Team competences / skills (CV, Demo

evaluation). PM interview

Analyse & Design document quality

level (feedback from other vendors +

own KF scoring)

Reference feedback (SCM, BI, CRM)

skills level & understanding.

AX version

Experience with implementing latest

AX version within 1st year of release

AMS contract & flexibility

AMS contract terms & structure

compliance (expectations to KF)

Flexibility of contract (Peak, Auction

period), 24/7

Reference feedback (AMS / Support)

Implementation plan

Realistic implementation plan &

deadlines

Detailed plan for Analyse & Design

Clearly stated requirements for KF

(incl. assumptions)

Cost (CAPEX & OPEX)

Investment cost - implementation

Running cost – Operations

35 153020

Evaluated based on demo, CV,

Analysi & Design document and call to

references

Evaluated based on written

submission and call to references

Evaluated based on RFP cost reply

Evaluated based RFP written reply &

presentation

Details

• Efter initial markeds-screening valgte vi 4 leverandører

• Der var fire temaer, som vi gerne ville have afprøvet

• Projektgruppen og udvalgte medarbejdere for de respektive områder deltog i forberedelse og afholdelse

Inspirationsmøder blev gennemført for at udfordre projekt scope, mobilisere internt samt få leverandørerne afprøvet

Theme 1 – ERP MRP / production planning

Situation & challenges

Key questions & scope impact Vendor tasks & inspiration

• The current planning for SCM is based on 5 annual

auctions, thus there is no “pull” for goods. The preparation

of catalogue for each auction is based on analysis of

previous auctions and forecasting of expected demands,

as well as the farmers desire for when to offer their fur

skins

• ERP, including AX, are normally based on a pull of goods

for planning of warehouse, sorting and other logistics

functions

• The machines & staff for sorting are a limited resource in

peak periods, so planning is necessary to avoid bottle

necks. Optimal planning is key.

• How can Dyn365 be utilised for S&OP? (How do we

distribute the production resources in the best way?)

• Discrete production orders with Kanban board has been

suggest as a solution. Are there any other ways of solving

this in Dyn365 that would be suited for KF situation?

• Which experiences does other companies have with

“special production planning” setup that you would like to

highlight?

• Share your solution ideas & concepts for how to utilise

Dyn365

• Present and discuss your solution ideas for utilisting best

practice components

• Challenge KF beliefs on system/process scope

Theme 2 - Pre-payment handling



• Subject to a qualification, the farmers have multiple individual

options for pre-payment subject to the situation and time in their

production

• Pre-payments are to be regulated based on e.g. credit max,

security measures to prevent pre-pay over actual market value

• Currency exchange rates, foreign security measures, insurance

and local regulations on country level increases the complexity

• When the orders have been processed in the auction, fur is

matched against expected quality and price to settle the account.

• Historic sales prices fluctuate year by year

• Risk: To pay out too much

• Prerequisite to have a contract

• Risk: Process not supported with IT today

• How can Dyn365 support the documentation of security

measures, authorization & workflow automation?

• Describe how authorization levels to secure roles &

responsibilities (Ensure contract compliance and risk

evaluated and approved)

• Are there any other Dyn365 add-ons that will help and

support KF in this situation?

• Describe your experience with pre-payments from other

client solutions or companies you know of.

• Share your solution ideas for how to utilise Dyn365


practice components


Pre-defined processes ensures correct processing of pre-payments

(Click below documents to access full description)

Theme 3 - Digitalization



• The present system is based on several manual and

analogue services that in total forms the value stream

through KF

• Data is kept in fractions which means that reconsiliation is

time consuming and uncertain.

• The way data is kept means a risk to data quality and that

real-time information from sub-proceses in storage, sorting

and production are difficult to gather.

• Support to teers (Farmers and customers appear difficult

to manage.

• How will Dyn365 support the creation of various eco-

systems for e.g.:

• Market intelligence

• Separate Eco-systems for Farmers, Customers

and Consumers



practice components


Theme 4 - Danish Fur Breeders' Association (DFBA)



• Kopenhagen Fur is the trading name of Danish Fur

Breeders‘ Association (DFBA).

• The management of the activities within DFBA is presently

managed in a system delivered by CampBridge

• Challenges are to incorporate the overall administrative

functions e.g. The Annual General Meeting, Member Fees

& Services, communication, education, events and more,

and to incorporate this with accounts on pre-payments,

membership fees, invoiced services, auction sales etc.

• Present setup is not suitable for integration with modern

social media/marketing/intelligence

• How will Dyn365 support the integration of the

administrative processes and the activities towards social

media, marketing, education etc.

• What are your experiences with integration of social

media, market intelligence and member support?

• Do you have other ideas to support this area?



practice components


DFBA

administration

ServicesPre-payments

Education

Event planning

Intelligence

Social Media

Social merketing

The Association, DFBA

Media/Marketing/Intelligence

• Hver leverandør afviklede en ½ dags workshop med et udvalgt tema, med relevante KF medarbejdere

• Samlet workshop præstation og efterfølgende output dokument blev vurderet

• Formål:• Afprøvning af metoden samt

samarbejdet

• Involvering af KF organisation

Analyse og design workshops blev gennemført

A&D Theme 1: Production optimization


• Situtation

• The current planning and optimization of

the production in the SCM for KF is

based on 5 annual auctions, thus there is

no natural “pull” for goods.

• The preparation of catalogue for each

auction is based on analysis of previous auctions and forecasting of expected

demands, as well as the farmers desire

for when to offer their fur skins

• Current cost of handling a fur is around

3,60 DKK

• Inbound planning days overview is key

for planning capacity

• It is key for KF to have agility in the

production capacity and show value

creation

• Challenges

• The machines & staff for sorting are a

limited resource in peak periods, so

planning is necessary to avoid bottle

necks, but also to avoid too high capacity costs

• Optimal planning for production is key for reducing capacity costs and stand-by

flexible costs

• KF wants to realise a “Smart production”

theme as part of the plan 2020 strategy

• Future desired cost of handling a fur is

around 3 DKK

• Some registration is received today at

different points.

• For the theme, you should consider that

all information is available in a future

scenario

A&D Theme 1: Production optimization

Solution ideas & participants

Vendor tasks

• KF wants to have a “Smarter production” as part of the

plan 2020 strategy and the future desired cost of handling

a fur is around 3 DKK

• How can this be achieved? How can production planning

be utilized to achieve this?

• What are the pre-requisites for this? Which data needs to

be available?

• How will integration to CPI look like on high level?

• How can it be solved in DynAX365?

• BEFORE THE WS: Prepare and send any questions or

information that you need beforehand, that the participants

should bring (bear in mind limited preparation time)

• AT THE WS: Start the workshop by clearly stating the

expectations to what can be achieved within the time

frame available (part or whole of scope for the WS)

• Faciliate the workshop to extract the information you need

for the Analysis & Design input

• Present (demo) and discuss your solution ideas for

utilisting best practice components

• Conclude on your findings & takeaways

• A more agile production capacity

• Better production planning

• A high level description of integration to CPI is to be

discussed during workshop. At what level will data updates

be needed?

• The following people will participate from KF:

• Anders Due Lassen, Produktionsplanlægningschef

• Christian Berner, Supply Chain Manager,

• Christian Bay, Produktionsplanlægger

• Jeppe Kallsøe, Head of Business development

• Mikael Kragh, CIO, IT

• Niels Bomholt, Business Partner Manager, IT

• Claus Møldrup, Quorum Consulting

Key questions

Participants from KFSolution ideas & To Be desires

•To “runner ups”, som lå tæt

•Én blev valgt som alternativ så der var en konkurrence udsættelse.

Ud fra samlet RFP svar lavede vi en detaljeret scoring af leverandørerne, og fandt den samlede vinder, som vi kunne forhandle med

Preferred

No go for now

Runner-up

Note: The scoring is based on the 12 scale (-3 to 12)

Vendor Netcompany EG Scales

Vendorcriteria Weight Weigthedscore

Methodology&competences 35% 1,9 2,4 3,6

AMScontract&flexibility 25% 1,9 2,2 1,9

Cost(CAPEX&OPEX) 20% 1,2 0,8 1,9

Implementationplan 20% 1,6 1,2 1,6

Totalscore 100% 6,61 6,63 9,00

Average

Ratecard(DKK/manday) 7.908 7.663 8.768 8.002

RU2 RU1

Detaljeret scoring Summeret scoring

Læring fra AX2012 projekt…

• Manglende styring af implementeringspartneren

• Leverandøren gennemførte proces analyse med minimal KF personale involvering

• Ved design og implementering måtte projektet starte forfra på grund af manglende / fejlagtig proces analyse

• Ingen KF projektleder allokeret til projektet

• Behovet for interne projekt ressourcer blev undervurderet og projektet var ikke prioriteret

• Manglende kompetencer fra implementeringspartneren

• Undervurderet/manglende forandringsledelse

… dette adresseres gennem vores projekt principper

• FORANKRING – KL repræsenteret i projekt styregruppe, det er IKKE et IT projekt! Dette inkludere løbende opfølgning til KL og bestyrelse

• ÈT TEAM – Vi arbejder sammen på samme lokation for at levere en løsning i et fokuseret, agilt lærende miljø samtidig med at vi har det sjovt

• STANDARD OG SIMPELT der laves ikke specielle løsninger, der er fokus på simple og effektive processer

• BEMYNDIGELSE – Projekt teamet er bemyndiget til at tage nødvendige beslutninger med fokus på fleksible løsninger

• BRUGERINVOLVERING – Alle specifikationer vil blive lavet sammen med brugerne og testet af brugerne

I projektdesign blev nøgle risici adresseret igennem 5 projektprincipper

Implementeringsprojektet er det højest prioriterede i Kopenhagen Fur og kræver signifikante ressourcer

Service, Finans og IT (45)Dyresundhed og

Interessevaretagelse (45)Produktion og Logistik (350) Kommerciel (60)

DirektionssekretariatHR og Jura (7)

Forretningsudvikling (4)Oh! by Kopenhagen Fur

(13)

Nogen påvirkning

Stor påvirkning

Mindre påvirkning

Lille eller ingen påvirkning

Påvirkning på processer,

opgaver og roller

Kopenhagen Fur

Den samlede forandringspåvirkning når vi ser på tværs af alle initiativer

Kopenhagen Fur

ForretningssupportDyresundhed og

Interessevaretagelse

Produktion og

LogistikKommerciel

Uffe Winther Sander Jacobsen Søren Valentin Jesper Lauge Christensen

Jesper Uggerhøj

Direktionssekretariat

Inge Østermand

Forretningsudvikling Oh! by Kopenhagen Fur

Jeppe Kallesoe Rebecca Munk Holst

HR og Jura

Tina Svanberg

2020 strategi

ERP Digital indleveringsseddel

ERP P2P bedre indkøbshåndtering

ERP CRM – kunder og avler relationer ERP CRM – kunder og avler relationer ERP CRM – kunder og avler relationer ERP CRM – kunder og avler relationer

ERP P2P bedre

indkøbshåndtering

ERP P2P bedre indkøbshåndteringERP P2P bedre indkøbshndtering



2020 strategi

2020 strategi2020 strategi2020 strategi

2020 strategi

2020 strategi

ERP SCM – bedre sammenhængERP SCM – bedre sammenhæng

ERP SCM – bedre sammenhæng

2020 strategi

ERP Fase 2

ERP Fase 2

ERP Fase 2

ERP Fase 2

ERP rapportering / forecast

ERP rapportering / forecastWelfurWelfur

WelfurTracking – RFID chip

Master data mgt & processer

Tracking – RFID chip

Tracking – RFID chip

Foder i 2030

Vaccine indkøb

Vaccine indkøb

S&OP

S&OP

Branding - bæredygtighedsprofilen






2020 strategi


Ombygning receptionen

Single sign-on

Generelle projekter, der påvirker alle lidt



Master data mgt & processerGavningsproces

Gavningsproces

In / outbound logistik

Market & business intelligence




Kvalitetssortering via maskiner

Kvalitetssortering via maskinerFURview (pelsportalen)

Kopenhagenfur.com

Farmpanel / Furfarm

Farmpanel / Furfarm

Fasttrack – pelseri til KF



Flowpacker

ERP rapportering / forecast

Norske ræveskind

Norske ræveskindCSR strategi

CSR strategi

CSR strategi

Prisstrategi

Effektiviseringsgruppen

Der er en holistisk tilgang for implementering af forretningssystem og øvrige initiativer

Forandrings- og

implementeringsindsatsen skal:

• styrke forandringskompetencer hos

egne folk

• målrettes de enkelte brugere /

områder, således at det er den

samlede forandring, der støttes

• have sit udgangspunkt i

forretningssystemsprojektet, da det er

det største projekt, og strategiarbejdet

• have et langsigten og varigt fokus,

således at fokus er på den

langsigtede værdiskabelse og ikke et

one-off

Forandringsindsatsen tænkes holistisk, ud fra

forretningssystemet og samtidig på tværs

Operationel

kerne

Processer

Organisation

Kompetencer

&

Kapabiliteter

Lederskab &

kultur

Systemer og

data

• Organisering overordnet (forventet OK)

• Superbruger organisation

• IT organisation / support organisation

• Forretningsprocesser

• KPI?

• Forretningssystem

• Masterdata

• Afdækning af ændrede

kompetencer

• Træning i forretningssystem

og proces

• Implementeringsledere

• Ledelse af forandring

• Kommunikation

• Kultur (drives via HR)

Tilgangen er at bruge forretningssystemet som løftestang for den samlede implementering i hvert område

• Sikre forandringskompetencer hos egne folk og målrette indsatsen• Bruge implementeringsledere på tværs af organisationen til at styrke den samlede implementering i hvert område

• Bruge forretningssystemet som enabler til:• at opbygge og styrke forretningsprocesser på tværs (vil ligeledes styrke ERP implementeringen og det fremadrettede arbejde

med persondataloven)

• at overveje den fremadrettede brug af superbrugere, og hvis aktuelt opbygge en superbrugerorganisation koblet til ERP implementeringen

• implementering af masterdata

• Sikre de rigtige forudsætninger for brug for forretningssystemet

• Styrke kommunikationsindsatsen og bruge forandringsagenter

• Tilpasse forandringsstøtten til de løbende implementeringer, der er i projektet

• Sikre at udarbejdelse af træning sker med et langsigtet perspektiv for KF og ikke som et one-off•• Målrette indsatsen til modtagerne• Brugere

• Administrationen• Timelønnede

Hvor står vi lige nu?Vi er startede i denne uge Sprint 4 ud af 7

Hvad gik godt/skal vi gøre mere?

• Grundig selektion• Udover at finde den rigtige

implementeringspartner sikrede det forankring i den samlede koncernledelse

• Kommunikationsplan

• Princippet om fysisk, at sidde sammen

Hvad kan vi gøre bedre

• Holde fast i interne ressourcer

• Ikke et IT projekt – Proces ejerne skal tage deres ansvar

• Egen projektleder erfaring

Hvad har vi lært ind til nu…

morgenmøde: selection & organization 15. marts...

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