Spare parts business platform 2014 agenda

2014YOUR ESSENTIAL EXECUTIVE TOOLKIT Sheraton Stockholm Hotel, February 5th - 6th, Stockholm, Sweden

Find out more at www.sparepartseurope.com@ PL

US Building on the success of last year’s inaugural event - Thomas Igou, Editor

OPTIMIZING SPARE PARTS

FOR FASTER

DELIVERY

Presents

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Partners

The World of Manufacturing

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Spare Parts Business Platform 20142

Editorial Director Thomas Igou, [email protected], Creative Director and Website Development Robert Dahlqvist, [email protected], Marketing Director Malin Petterson, +46 8 500 092 91, [email protected], Senior Business Advisor Åsa karphammar, +46 8 120 505 53, [email protected], Copperberg AB, St Eriksplan 11, 2tr, S-113 20 Stockholm, Sweden, Tel: +46 8 651 11 90, Fax:+46 8 441 07 93, Email: [email protected], www.copperberg.com

Copyright© Copperberg 2014. All rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. All views expressed in this journal are those of the respective contributors and are not necessarily the opinions of the publisher, neither do the publishers endorse any of the claims made in the articles or the advertisements. Printed in Sweden

Day 1 - February 5th

12.00 Networking Lunch and 1-to-1 Meetings

13.00 - 14:30 Executive Circles

14.30 Networking Break and 1-to-1 meetings

15.00 How to deal with competitive pressure from non-genuine parts and OE suppliers to retain margins and growth

15.30 The emergence of e-channels in the Automotive Aftermarket

16.00 Balancing global operations/local presence regarding pricing, parts availability and inventory management

16.30 Conference Ends

10.45 - 12:00 Focus Sessions

10.45 How to improve profitability in your aftermarket business - Strategies and examples from the Automotive and Manufacturing industry

11.15 New Pricing Culture: from cost based to value based pricing in B2B scenario

10.45 How to optimize parts availability by integrating the extended supply chain

11.15 How to optimize millions of prices on a global scale, manage complexity, define the right process and choose the right infrastructure for pricing

13.30 Registration

14.15 The challenges of Spare Part channel development in Grundfos

15.00 Increasing availability and reducing stock levels of spare parts


16.00 Transforming to a Strategic Service Organization

16.30 Unlocking the hidden supply chain potential by re-engineering your data, planning, and logistics processes

17.00 Networking Drinks Reception and 1-to-1 meetings

19.00 Dinner


08.00 Spare Parts Café

09.00 Service Chain Segmentation & Optimization

09.30 How to design a world class sparepart supply chain and distribution setup


Conference at a Glance

Spare Parts Business Platform 2014 3

By: Thomas Igou

What is your pressing issue for 2014? It is evident that a lot of work has to be done in regards to spare parts optimization. Most companies are managing their global inventory by centralizing, yet customers, sometimes in remote locations, are requiring more parts to be available sooner. The dilemma lies in how to accomplish the first in a cost efficient manner (especially when it comes to logistics and transport) all the while meeting (and exceeding) customer demands.

However, the actual logistics of parts distribution is not the only, or even major, challenge facing manufacturers. Spare parts, and the after-market in general, is now a proven profit center for many organizations due to the higher profit margins. The objective of manufacturers in 2014 is how to increase revenue from spare parts sales. According to a recent study we conducted with 200+ manufacturers, the most cited priority within the next 12 months was to have an incremental growth at a higher profit. And the key for growth is pricing.

According to that same survey, over 80% of the respondents mentioned pricing was of high importance to them. Unsurprisingly, there is a growing challenge among manu-facturers on how to best capture the market price of spare parts, and how to assure market prices when you have such a big variety of parts (from small to big, steel to rubber, mechanic to electronic…). What is your organization currently doing when it comes to Pricing? Are you on your way to achieve pricing excellence?

Continue the conversation with me on LinkedIn or Twitter.

This is why there is an internal struggle between centralizing and decentralizing. We saw at last year’s Spare Parts Business Platform, for example, a presentation from CLAAS which outlined their parts logistics solutions, modelled with a multi-level distribution network combining the benefits of both centralization and decentralization.

Sincerely,

Thomas IgouThe Editor

“the most cited priority within the next 12 months was to have an incremental growth at a higher profit

http://www.linkedin.com/in/thomasigou

https://twitter.com/tomigou

“

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Program 2014


14.15 The challenges of Spare Part channel development in GrundfosGrundfos is a global organization operating in over 50 countries across the globe. The Logistics network currently operates 13 regional Distribution Centers and 2 Regional Spare Parts Distribution Centers worldwide. The ambition of the Group Spare Parts is to build another 3 DC’s and separate the entire parts distribution channel from others in the Group supply chain structure.

We start with Day 1 - February 5th

13.30 Registration

Discussion Points:

•Whattypeofdistributionnetworktosetupwhenoperating on a global scale?

•HowtouseChangeManagementasatool

•Thejourney:howitstarted?Wherearewe?Learningpoint: good to repeat/better to avoid

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Zoltán János Szabó Group Logistics Director Grundfos

Paul McLoughlin Manager - DC & Operations Grundfos

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Program 2014


16.30 Unlocking the hidden supply chain potential by re-engineering your data, planning, and logistics processesTo reach full potential, it is essential for manufacturers to reduce the complexity of their service supply chains, which can be quite costly between activity costs, material costs, and 3rd party costs. In order to do so and essentially reach the holy grail of increasing partsavailability,someareasarekeytofocuson:datacleaning, dynamic planning, and process optimization.

15.30 Networking Break and 1-to-1 Meetings

Discussion Points:

•Driveyourdata,driveyourbusiness

•Reducestock,improveavailability

•Activitycost,thehiddengold

•Optimizeprocesses,notdepartments

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Nic Cunliffe Director of Regional Spares Centres Vaillant Group

16.00 Transforming to a Strategic Service Organization• The7ForcesofTransformationinManufacturing

• HowareManufacturersplanningtodifferentiate?

• Howwillgoodsbeboughtandsold-andsparesmanaged?

Mark Brewer Presales Manager SLM EMEA PTC

19.00 DinnerDiscuss and evaluate your experiences from the first day of conferencing during our Evening Networking Programme.Duringtheevening,youwillalsoenjoyanexclusive dinner together with your peers in the lovely city of Stockholm.

17.00 Networking Drinks Reception & 1-to-1 MeetingsThis two hour period is dedicated to networking, and is your opportunity to catch up with speakers, discuss your issues with your peers, or look for solutions with business partners.

15.00 Increasing availability and reducing stock levels of spare partsHowcanmanufacturersfollowthroughontheirpromiseto deliver the right parts at the right time? Service excellence becomes a tool for competitive advantage. Assuch,efficientforecastingiscriticalinordertoefficiently increase availability and reduce stock levels of spare parts.

Discussion Points:

•CommitmenttoServiceExcellence

•Killdummyitems

•Calculateforecast/safetystock

•StockManagement

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Norbert Bitschi Stores/Materials Manager Liebherr-Werknenzing GmbH

Filip Stål Sales Director SLM PTC

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09.00 Service Chain Segmentation & OptimizationManufacturersfeelanincreasingpressureontheirsupply chains to support growing global & complex spare parts operations. The challenge lies in how to reduce the costs and complexities of their service chain all the while improving the operational speed of their parts supply chain.

Discussion Points:

•Strategiestoimproveyourserviceandpartsmetricsfor •Servicechainsegmentation

•Settingsegment-specifictargets

•Optimizationofservicelevelsversusoptimizationofavailability

•CaseStudy:reducinginventoryandservicelevelsusing global service parts optimization approach

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08.00 Spare Parts Café – the best ideas come with a “good cup of coffee.” Don’t you think so? We do!The opening session consists of small round tables with speakers, business partners and attendees where the participants will revisit the key themes of Day 1 and develop further on the cutting edge topics discussed by giving their point of view, in a relaxed atmosphere.

Ulrich Thonemann Professor Supply Chain Management University of Cologne

09.30 How to design a world class spare part supply chain and distribution setupInthispresentation,KnudwillgothroughhowAlfaLaval has designed its sparepart supply chains and distributionsetuprelatedtoKPI’s,locationofdistri-bution centers, and optimal organizational setup.

Discussion Points:

•WheredowelocateourDC’s

•Whatshouldbestockedandhowdoweoptimizeit?

•Howdowedefineanoptimalorganization?

•KPI’sandhowtoimprovetheoperationalperformance

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Knud Midtgaard Vice President Group Operations Alfa Laval

10.45 How to improve profitability in your aftermarket business - Strategies and examples from the Automotive and Manufacturing industry• Profitandgrowthpotentialsintheaftermarketonthemarketside

• Differentiatedpricing:productsegments,customersandcountries

• Designasystematicvalueandpricedriverapproachinyourpricing

• Selectedpricingtoolsforasuccessfulaftermarketpricing

• Casestudy:aroadmaptosuccessfulpartspricingBernhard Ebel, Managing Partner, EbelHofer Strategy & Management Consultants

Thomas Bard, Client & former Executive, German Automotive Premium OEM

10.45 How to optimize parts availability by integrating the extended supply chain• Findingthewin-winsituationbetweenOEM’sanddistribution partners

• Howdatachallengesandintegrationcanbeminimized

• SuccessfactorsforincreasingServicetotheendcustomerand implementingRIMsolutions

Tomas Wennerstein Managing Director Syncron US

Delegates are welcome to choose the sessions they want to attend.+ 10.45 – 12.00 Focus Sessions

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12.00 Networking Lunch and 1-to-1 Meetings

The Roundtable Discussions are your opportunity to get your voice heard. In a stimulating work atmosphere, The Roundtable Discussions are your opportunity to get your voice heard. In a stimulating work atmosphere, the partici-pants discuss new perspectives and ideas. After 40 minutes the discussions end and the participants move on to the next table. You will experience intensive discussions, share innovative ideas and identify practical solutions. Some of the topics that will be discussed (subject to change):

+ 13.00 Executive Circles

Managing Aftermarket Dealers

Stefan Küster After Sales Manager, Diesel Motor Nordic AB

Service Chain Segmentation & Optimization

Ulrich Thonemann, Professor Supply Chain Management, University of Cologne

How can a 3PL match your specific requirements in the long term?

Ruben Coetsier, Head Business Line Aftermarket Logistics, Katoen Natie

Grab the full potential of the spare part offering through pricing

Karl Larsson, VP System Solutions, Navetti

Spare Part Channel Development

Zoltán János Szabó, Group Logistics Director, Grundfos

Paul McLoughlin, Manager - DC & Operations, Grundfos

11.15 New Pricing Culture: from cost based to value based pricing in B2B scenario• Costbasedpricing:risks

• Valuebasedpricing:opportunity

• VBPisnotonlyITimplementations

• CustomersreactionsMarino Roberto Director After Sales & Spare Parts Carraro Drive Tech

11.15 How to optimize millions of prices on a global scale, manage complexity, define the right process and choose the right infrastructure for pricing• WhyGlobalPricingisnecessaryandbeneficialforcompanies

• HowtodevelopandimplementaGlobalPricingoperation

• Howtodefinetherightprocesses

• HowtochoosetherightsoftwarePaul Glenn Head of Global Pricing Systemservice Heidelberg

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Program 2014


15.00 How to deal with competitive pressure from non-genuine parts and OE suppliers to retain margins and growth• Optimizingyoursparepartsvaluepropositionasthemain differentiatortocompetition

• Emphasizingtheservicelevelguaranteesandsafetyreliability of your spare parts

• Pricingstrategiestoremaincompetitiveagainstnon- genuine parts while remaining profitable

15.30 The emergence of e-channels in the Automotive AftermarketThe internet has revolutionized many businesses over the years. The manufacturing industry, and its aftermarket sector in particular, is finally catching up to the hype and now able to use tools such as e-commerceasopportunitiesforglobalgrowth,increased sales, and higher profit margins. Listen in onTenneco’sjourneywithe-commerce,oneofthefirst in the industry.

Discussion Points:

•Howtousetheinternetasanewchanneltoincreasepartssales

•Theimportanceofrealtimeintegrationwithordermanagement and distribution systems

•Ta-direct.comjourney:buildingoneofthefirstonlineaftermarket order management systems

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Alex Gelbcke VP General Manager Europe Aftermarket Tenneco

16.00 Balancing global operations/local presence regarding pricing, parts availability and inventory managementSparepartsisformanymanufacturers,aglobalaffair.This creates the dilemma of building a model or process thatcanbeappliedcross-markets,butthatiscustomizedto the specifications of each markets. The three key issues when dealing with global operations are pricing market segmentation; ensuring parts availability across markets, and keeping a balanced stock level.

Discussion Points:

•Howtobalanceavailabilitywithglobalinventorymanagement

•Howtomanagelocalmarketpricingwhilstmaintainingglobal price levels and avoiding arbitrage

•Howtoworkwithfieldserviceindevelopingmoreadvanced spare part services

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Juha Pankakoski Head of BU Parts Konecranes

16.30 Conference Ends

Carl Möller Director Aftersales Bromma

9Spare Parts Business Platform 2014

Speakers 2014

Alex Gelbcke, VP General Manager, Europé Aftermarket, TennecoAlexGelbcke,vicepresidentandgeneral manager, Europe aftermarket, is responsible for the company’s after-marketbusinessinEurope,theMiddleEast,andAfrica,(EMEA)whichincludessales,marketing,engineering, strategic planning, and business development.Healsoworkscloselywiththeaftermarket organizations in the International regionstointegrateproductofferingsandmarketingsupportprograms.Mr.GelbckewasnamedtohiscurrentpositioninJuly2007.Priortothat,hehad been vice president of aftermarket sales and marketinginEuropesince2005.Hispreviousassignments also included sales and marketing directorforCentralandEastEurope,MiddleEastandAfrica(2004);andsalesandmarketingdirectorforCentralandEastEurope(2002).HejoinedTennecoin1998fromtheminingcompanyBIA,wherehewasgeneralmanagerforNorthAfricainchargeof sales, services and maintenance of mining and construction equipment.

Nic Cunliffe, Director of Regional Spares Centres, Vaillant Group Nic is the Director of Regional Spares CentresincludingUK,Spain,Slovakia&China.Heisaninternalconsultantand optimisation expert in systems, process, data andrelatedsupplychain.HisexperienceincludesSalesatDirectorlevel,Multi-nationalSAPimple-mentation, field service supply chain optimisation andM&Aprojects.Nicis50yearsoldandhasbeenworkingforVaillantGrouplast13oftheminfollowingcapacities:SalesDirector;GlowwormBoilers;LogisticsDirector,UK;Steering&Perfor-mance Director, European Spares. Currently, Di-rector Regional Spares Centres & Group logistics process owner, Spares & Service. Previously, he wasHeadofCorporateDataandprocessmanage-ment,CaradonPlumbingSolutions.HewasalsoDivisionalSalesManager,IdealBoilersandExportSalesManager-Aerospawhirlpoolsystems.

Marino Roberto, After Sales & Spare Parts Director, Carraro SpAMarinoistheAfterSalesandSpareParts Director at Carraro Group (www.carraro.com),multinationalgloballeaderinthe production of power transmission systems, wherehehasworkedsinceMay2008.Heisresponsible for after sales & spare parts manage-ment and to develop the growth of spare parts businessallovertheworld.MarinoreportstotheChiefExecutiveOfficer.FromAugust2006toApril2008,hehasbeentheSpareParts&ServiceManageratGlobalGardenProductsGroup,withresponsibility for spare parts and after sales. GGP is a European garden equipment company manufacturing lawnmowers, tractors, chain saws, brush cutters, snow plow professional machines. From1996to2005alongexperienceinAfterSales & Spare Parts in motorcycles business (ApriliaandPiaggio),coveringdifferentroles(lastresponsabilityinPiaggioGroupwas:SpareParts&AccessoriesworldwideSalesManager,foreverybrandofPiaggio).

Chairman: Ulrich Thonemann, Professor Supply Chain Management, University of CologneUlrich Thonemann is Professor for SupplyChainManagementattheUniversityofCologne and Director of the Department of Supply ChainManagement.HestartedhisacademiccareerasaProfessorforSupplyChainManage-mentatStanfordUniversityandalsoholdsMasterandPh.D.degreesfromStanford.Beforejoiningacademia, he worked as a management consul-tantatMcKinsey&CompanyinCologne.HispublicationshaveappearedinjournalssuchasManagementScience,OperationsResearch,Har-vardBusinessManagerandtheEuropeanJournalofOperationalResearch.HiscurrentresearchfocusesonSupplyChainManagement,ServiceManagement,andBehavioralOperationsandontheapplicationofstate-of-the-artapproachesinindustry.

Norbert Bitschi, Stores/Materials Manager, Liebherr-Werknenzing GmbHNorbert has been working at Liebherr since2004.Heiscurrentlythestores/materialsmanager, where he works with stock management, forecasting, Liebherr’s commitment to service excellence.Hewaspreviouslyinchargeofstrategicpurchasing, and has worked in waste management fortheLocalAuthoritiesAssociationVoralberg.Hespent his academeic studies at the University of ViennaandtheViennaUniversityofEconomicsandBusiness.

Juha Pankakoski, VP Head of BU Parts, KonecranesJuha Pankakoski has been working for Konecranes,theworld-leadingcom-panyinliftingbusiness,since2004.Priortothathehasheldvariousexecutive-levelposi-tions in international telecommunications, IT, and medicalcompanies.Mostrecently,JuhaPankako-ski has been responsible for the aftermarket parts businessatKonecranes.Konecraneshasforover50 years been actively pursuing service market, which currently comprises approximately forty percent of its total revenue.

Zoltan Janos Szabo, Group Logistics Director, GrundfosZoltan has a college degree mechanical engineering and post graduated econo-mist.Hiscareerstartedinautomotive7+years.Hehasspentitinmorethanonefieldasoffinance,quality,manufacturingandprojectmanage-ment. Transferring production lines across European factoriesfoundedhisknowledgeinlogistics.Hehas been working in last 12 years in logistics area, witha2yearsbreakofbeingGeneralManagerinamanufacturingplantinMexico.Since2yearsHeisheading Grundfos Group logistics function, his area of responsibility are logistics infrastructure and order todeliveryprocessofOperationsatGrundfosGroup.Theyearlytransportationspendingis100+milEUR.Itcoversrawmaterials,WIP,finishgoodsandspareparts distribution networks. Grundfos Logistics net-work operates 13 regional Distribution Centers and 2 Regional Spare Parts Distribution Centers worldwide. GrundfosrunsERPsystemsinallunitsunderSAP.The Group Spare parts distribution ambition is to build another 3 regional Distribution centers, and separate the entire spare part distribution channel from others in the Grundfos Group supply chain structure.

Dr. Paul Artur Glenn, Head of Global Pricing Service and Parts, Heidelberger Druckmaschinen AG Paul Glenn has extensive pricing experi-ence, which he acquired during the last ten years both from working with companies as a consultant and more than seven years in industry responsibilities. Asapricingexperthehaswidepracticalandinter-nationalpricingexperienceinEurope,AmericasandAsia-Pacific.PaulGlennleadsthePricingofServicesandPartsatHeidelbergerDruckmaschinenAG.Inhis role he developed and implemented new pricing strategies, methods, processes, manages the change from a decentralized to a global pricing organization andset-upandimplementedaglobalpricing-systemin record time. Dr. Paul Glenn has a background in in-dustrial engineering and management and business administration.HeislecturerofBusinessDynamicsattheKarlsruheInstituteofTechnology(KIT)andPricingattheUniversityofAachen.Hehaspublishedbooks and articles and is getting involved in research advisory.

Paul McLoughlin, Manager - DC & Operations, GrundfosPaul has worked for Grundfos now for over 10 years and specifically for Grundfos Distribution Service which is the Company set up by Grundfos to managetheAfterMarket(SpareParts)Supplychain as a Core business. They plan, purchase, stock and distribute Pump Spare Parts worldwide. Paul also manages an additional Regional DC in Singapore,supportingAsiaandthePacificandhave plans for further Regional DCs in other parts of the world. Previously, Paul worked for Dell Computersfor11years,thelast6ofwhichwerespecifically engaged in “Service Logistics” and included managing 3PLs setting up & managing regionalDC’s,ForwardStockingLocationsandPudos(PickUp/DropOff)points.

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Bernhard Ebel, Managing Partner, EbelHofer Strategy & Management ConsultantsBernhardEbelisManagingPartneratEbelHoferStrategy&ManagementConsultantsinCologne.Heisspecializedongrowthandprofitimprovement on the market side, in particular on sales, pricing, marketing and strategy/organizational topics.Bernhardhasabroadexperienceforover20yearsinindustryandconsulting.Hehascarriedoutnumerousprojectse.g.incompaniesintheautomo-tive and manufacturing/supplier industry, in service and aftersales organisations in Europe, US/Canada, SouthAmerica,China,JapanaswellasotherAsiancountries.Heholdsadegreeinindustrialengineering(UniversityofKarlsruhe)andaPhDinengineering.

Carl Möller, Director Aftersales, BrommaMr.CarlMollerisDirector,AfterSales,andamember of the management team at the worldleaderincranespreaders,Bromma.Mr.MollerpreviouslyheldseveralpositionsintheServicessegmentatBromma.PriortojoiningBromma,Mr.MollerworkedforCargotec(Kalmar)formorethan10yearsbasedinStockholmandHongKong,holdingvariousSalesandMarketing&Com-municationspositions.MrMolleriscurrentlybasedatBrommaheadquartersinStockholm,Sweden.

Stefan Küster, After Sales Manager, Diesel Motor Nordic Stefan is the aftersales manager at DieselMotorNordic.Heisresponsiblefor the complete after sales process, with control of multinational dealer networks and dealer development,aswellasaftersalesmarketing.HeheldpreviousrolesatDeutzAgasHeadofAfterSalesMiddleEastandHeadofAfterSalesCentralEurope, where he increased market shares in after sales with key accounts of the dealers, end users andOEMs.

Thomas Bard, former Executive, German Automotive Premium OEMThomasBardhasextensiveautomo-tive and aftermarket experience, having worked over more than two decades as both a Senior Executive and as a Consultant on numerous strategic projectsintheAutomotiveIndustry,inConsumerGoodsandRetailing.Havinglivedandworkedinvarious European geographies, in both North and LatinAmerica,heiskeenlyawareofindustry-andlocation-specificaspectsaswellastheculturalandinstitutional setting that impact successful and profitable pricing strategy and policy. Recently, in his role as Director for Global Parts Sales, he initiated and ledamajorpricingandincentivesystemredesignforthe global parts business of a German automotive premiumOEM.

Tomas Wennerstein, Managing Director, Syncron USTomasjoinedSyncronin2001asabusinessconsultant.Mr.Wennersteinhas since been involved and responsible foranumberofglobalimplementationprojectsofthe Syncron applications and has a wide experience ofSupplyChainManagementfrommanydifferent assignmentsinavarietyofindustries.Mr.Wennerstein has also held several senior management positions during his career within Syncron. Today, in addition to managing the Syncron US operation, Tomas functions as an expert in helping clients to set up and implement programs for managing their extended SupplyChainfromanInventoryManagementaspect.

Speakers 2014

Knud Midtgaard, Vice President Group Operations, Alfa LavalKnudMidtgaardisVicePresidentGroupOperationsatAlfaLaval.Heisresponsi-ble for all Logistics activities in the Group and Supply Chain Responsible for the Spare Parts. BeforejoiningAlfaLavalhehasheldanumberofpositions as Logistics Executive in Scandinavian Companies and he has more than 20 years experi-ence within the field.

11Spare Parts Business Platform 2014

Welcome To Our Company – A World Of Manufacturing

Copperberg’s goal is to accelerate growth and progress within organizations and across the global manufacturing industry. So, how do we actually do that?

On a daily basis we work hard to improve, develop and innovate our conference concepts in order to ensure the best hand-on, real life strategies for all our attendees.

When you exit the door after attending one of our events our ambition is that you should know how to convert the ideas, networking and thought leadership sessions into real life action and organizational growth, and that you have created a network of industry peers that lasts a lifetime.

Our team is headquartered in Stockholm, Sweden, or as one of our key note speakers once said – “the epicenter of Industrial manufacturing”.

The Copperberg team is characterized by its experienced members with great knowledge who design events to make a difference.

Herbert Spencer once said: “The great aim of education is not knowledge, but action”. “As long as no human,

no organization, is 100% satisfied, our strive to create the best business platforms continues

“And we do make a difference.

It is a privilege to work with all the organizations that are in our network and for every day we grow more and more humble to the fact that there is so much to learn. As long as no human, no organization, is 100% satisfied, our strive to create the best business platforms continues.

Sincerely,

Lisa BergströmManaging Director Copperberg

Thomas Igou Content Director Phone:+46850255239 E-mail:[email protected]

LinkedIn:www.linkedin.com/in/thomasigouTwitter:twitter.com/tomigou

Lisa Bergström ManagingDirectorPhone:+4686760140 E-mail:[email protected]

LinkedIn:se.linkedin.com/in/lisabergstromTwitter:www.twitter.com/LisaBergstroem

Åsa Karphammar SeniorBusinessAdvisor Phone:+46812050553

E-mail:[email protected]

http://LinkedIn: se.linkedin.com/in/lisabergstrom

Twitter: www.twitter.com/LisaBergstroem

Copperberg

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Phone:+4686500270

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Email:[email protected]

www.copperberg.com

Copperberg

S:tEriksplan11,2tr 113 20, Stockholm, Sweden

Phone:+4686500270

Fax:+4684410793

Email:[email protected]

www.copperberg.com©2014Copperberg.Allrightsreserved. Formoreinformation,[email protected].

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