How are you making sure your strategies for both direct and indirect procurement (depending on your industry and way of framing your spend) are realized? You are welcome to share know how and learn from the DFDS experiences.
How do you become an integrated business partner?
Manisha and Frederik invite you to join the below Theme Discussions (round table discussions):
How do you work towards becoming an integrated partner with the business?
Unless you can visualize, communicate and unite with cross function, internal and external stakeholders – the work procurement do cannot be fully realized. Moving away from transactional work and enabling more strategic and proactive work require – apart from market know how and real business cases – focus on data, transparency and people with the skill-sets to get stakeholders on-board. During this session you will learn from the work within both direct and indirect procurement DFDS are doing and discuss how to become that sought after business partner.
- What do we really mean by an integrated business partner?
- How does procurement need to be set up and defined in order to get access to relevant information?
- What role does data have in stakeholder management?
- How do you ensure – over time – that you don’t fall back into transactional work instead of proactive strategies?
Manisha and Frederik will share their extensive experiences but equally You will be able to draw from all joining their round table discussions. When could you last have informal conversations that make a difference?
Prior to working at DFDS, Manisha worked as a procurement and logistcs manager at AP Moller Maersk and a category manager raw material & indirect spend at Hempel. Today, Manisha is Head of Direct Spend Group Procurement at DFDS.
Frederik have experiences working as a financial controller and business consultant. Prior to working at DFDS he was category specialist indirect sourcing at Nilfisk-Advance. Today Frederik is Head of indirect & onboard procurement at DFDS.
For more than 150 years, DFDS has been a part of Denmark’s industrial and maritime history. Their story begins in 1866, when C. F. Tietgen merged the four biggest Danish steamship companies of the day.
DFDS provides shipping and transport services in Europe, generating annual revenues of EUR 1.9bn. Over 8,000 freight customers rely on their ferry & port terminal services and flexible transport & logistics solutions. We also provide safe overnight and short sea ferry services to seven million passengers, many travelling in their own car. Our 7,000 employees are located on ships and in offices across 20 countries. DFDS was founded in 1866, headquartered in Copenhagen and listed on Nasdaq Copenhagen.
DFDS’ activities are structured in two commercial divisions:
- The Shipping Division moves freight and passengers on ferry routes in Europe.
- The Logistics Division provides transport and logistics solutions for a wide range of businesses.
The commercial divisions are supported by two corporate service functions:
- The People & ships
Across divisions and business units, freight services generate around 80% of DFDS’ total revenue and passenger services generate around 20%.
- Freight shipping services are provided on all routes in the DFDS ferry network. Just over half of the routes carry only freight.
- Transport and logistics solutions are mainly full and part loads as well as contract logistics.
- Passenger services are provided on just under half of the routes in DFDS’ ferry network.
About Sourcing Outlook
Do you wish you had more time to exchange experiences and ideas with fellow sourcing and procurement professionals? That you, when you join a conference, hope to have that real type of meeting with experts and peers where you can build a connection based on open discussions? EBG hope to see you on October 10th in Stockholm to have just that! The investment is set so that all can join us, the lowest investment level until August 15th.