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
PeltingFarm Transport Sorting Auction Shipping Dressing Manu-
facturing
Retail
North America
DK
NL
PLCN
Fur Auction houses
PeltingFarm Transport Sorting Auction Shipping Dressing Manu-
facturing
Retail
NAFAKopenhagen
Fur
Saga Furs
Dressing, dyeing and manufacturing
PeltingFarm Transport Sorting Auction Shipping Dressing Manu-
facturing
Retail
ChinaRussia
Italy
Turkey
US/CA Korea
Japan
Greece
Vietnam
Cambodia
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
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.)
AGENDAKopenhagen Fur
presentation
01 The Fur industry
Historical view, how the fur business is organized, current trends
Kopenhagen Fur
Company presentation
Strategic considerations
Selection & organization
Your feedback
The valuable external perspective
02
03
04
Background for the ERP implementation was a new Business strategy
PeltingFarm Transport Sorting Auction Shipping Dressing Manu-
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
Situation & challenges
Key questions & scope impact Vendor tasks & inspiration
• 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
• Present and discuss your solution ideas for utilisting best
practice components
• Challenge KF beliefs on system/process scope
Pre-defined processes ensures correct processing of pre-payments
(Click below documents to access full description)
Theme 3 - Digitalization
Situation & challenges
Key questions & scope impact Vendor tasks & inspiration
• 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
• Share your solution ideas for how to utilise Dyn365
• Present and discuss your solution ideas for utilisting best
practice components
• Challenge KF beliefs on system/process scope
Theme 4 - Danish Fur Breeders' Association (DFBA)
Situation & challenges
Key questions & scope impact Vendor tasks & inspiration
• 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?
• Share your solution ideas for how to utilise Dyn365
• Present and discuss your solution ideas for utilisting best
practice components
• Challenge KF beliefs on system/process scope
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
Situation & challenges
• 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
ERP P2P bedre indkøbshåndtering
ERP P2P bedre indkøbshåndtering
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
Branding - bæredygtighedsprofilen
Branding - bæredygtighedsprofilen
Branding - bæredygtighedsprofilen
Branding - bæredygtighedsprofilen
ERP P2P bedre indkøbshåndtering
2020 strategi
ERP P2P bedre indkøbshåndtering
Ombygning receptionen
Single sign-on
Generelle projekter, der påvirker alle lidt
Master data mgt & processer
Master data mgt & processer
Master data mgt & processerGavningsproces
Gavningsproces
In / outbound logistik
Market & business intelligence
Market & business intelligence
Market & business intelligence
Market & business intelligence
Kvalitetssortering via maskiner
Kvalitetssortering via maskinerFURview (pelsportalen)
Kopenhagenfur.com
Farmpanel / Furfarm
Farmpanel / Furfarm
Fasttrack – pelseri til KF
Fasttrack – pelseri til KF
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…