1st Year Exam (Re-exam)

1. Årsprøve (reeksamen)
August 2021

Logistic Management
Logistikøkonom

Note that the English version is followed by a Danish version

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INFORMATION (in English)
Case placed on WISEflow
12:00 (noon) on August 2nd, 2021, Question A must be answered within 48 hours

Supervision
There will be no supervision during the preparation period.

Written exam (part 2)

August 5th, 2021 from 08:30 to 14:30

Procedure
At the end of the 48-hour preparation period, the student is to submit a written assignment on
WISEflow. The scope of the paper is maximum 12.000 keystrokes, including spaces and excluding
front page, table of contents, footnotes, bibliography and appendices or other attachments, cf. the
Academy’s instructions for project reports. You may also submit extra material. Be aware that
readers are not obliged to read this extra material and that the evaluation will be based on your
report in the .pdf file only.

The subsequent, individual six-hour written examination (Part 2) will take place on August 5th, 2021
(08:30-14:30). A question sheet, with questions related to the case, will be handed out at the exam.
A short supplementary text may also be handed out.

Plagiarism
It is strictly forbidden to plagiarise. It will be considered plagiarism if you:
 Use parts of others’ written work as if it were your own, without correct reference or without
clearly indicating that the passage is a quotation
 Re-use part of your own and previously assessed written work or project without correct
reference or without clearly indicating that the passage is a quotation
 Copy extensive passages from the Internet in your paper (smaller sections or sentences may
be copied with correct reference or clear indication that it is a quotation)
 Identically or almost identically reproduce other’s wording or work as your own, without
reference indicated by quotation marks, italics, indentation or other clear indication.

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INFORMATION (på dansk)

Case er til rådighed på WISEflow

Den 2. august 2021 kl. 12.00, spørgsmål A afleveres efter 48 timer

Vejledning
Der er ingen vejledning i perioden

Skriftlig eksamen
Den 5. august 2021 kl. 8.30 til 14.30

Prøven
Efter de 48 timer afleveres det skriftlige oplæg i WISEflow. Kravene til omfang er, at det skal være
maksimum 12.000 anslag inkl. mellemrum ekskl. forside, indholdsfortegnelse, fodnoter,
litteraturliste samt bilag jf. vejledning til projektrapporter ved Erhvervsakademiet.
Deadline for aflevering af skriftligt oplæg er den 4. august 2021 kl. 12.00 på WISEflow.

Efterfølgende afvikles den individuelle skriftlige prøve den 5. august kl. 8.30 – 14.30. Der
udleveres et opgaveark med spørgsmål, som stilles i relation til casen. En mindre, supplerende
tekst kan være vedlagt eksamensspørgsmålene.

Plagiering

Plagiering er forbudt. Det betragtes som plagiering:

 Hvis du anvender dele af andres skriftlige arbejde som dit eget uden korrekt kildeanvisning
eller tydelig markering af, at det er et citat

 Hvis du genbruger dele af eget og allerede bedømt skriftligt arbejde/projekt i projektet

uden angivelse af kilder og uden tydelig markering af, at det er et citat

 Hvis du kopierer større afsnit fra internettet ind i din besvarelse (mindre afsnit eller
sætninger må kopieres ind i besvarelsen med korrekt kildeanvisning eller tydelig markering
af, at det er et citat)

 Hvis du identisk/næsten identisk gengiver andres formuleringer eller værker, som dine
egne ved at undlade kildeangivelse med anførselstegn, kursivering, indrykning eller anden
tydelig markering.

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Contents/Indhold
Case (in English): AH Packaging A/S ................................................................................................. 1
Founding and the background of the company’s current situation .................................................. 1
Current status ................................................................................................................................... 2
Organisational structure ................................................................................................................... 3
Suppliers and purchases ................................................................................................................... 3
Production ........................................................................................................................................ 4
Production quality and errors ........................................................................................................... 4
Purchases of wood ........................................................................................................................... 4
Financial situation ............................................................................................................................ 4
Your analysis of the situation of AH Packaging A/S........................................................................... 5
Question A: Value chain analysis .................................................................................................... 5
Case (på dansk): AH Packaging A/S ................................................................................................... 6
Opstart og baggrund for virksomhedens situation i dag .................................................................. 6
Status i dag ....................................................................................................................................... 6
Organisatoriske opbygning .............................................................................................................. 7
Leverandørsituation / indkøb ........................................................................................................... 8
Produktion ........................................................................................................................................ 8
Produktionens kvalitet og fejl .......................................................................................................... 9
Indkøb af træ .................................................................................................................................... 9
Økonomiske situation. ..................................................................................................................... 9
Spørgsmål som skal besvares inden 6-timers eksamen ..................................................................... 10
Spørgsmål A: Værdikædeanalyse .................................................................................................. 10

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Case (in English): AH Packaging A/S

Founding and the background of the company’s current situation

AH Packaging A/S has been owned for the past 15 years by Niels Andersen (NA) and Bjarne
Hansen (BH). The owners have been friends since primary school and have always been possessed
of an entrepreneurial spirit and the idea that they would one day run a company together.

NA is an ingenious and restless type with a pronounced flair for sales and business opportunities.
The son of a merchant, he has imbibed his business sense from a very young age and later chose an
education as an AP in Marketing Management. He subsequently pursued a career focussed on sales
and marketing in various areas of business and while working within the packaging industry he
quickly spotted the potential of niche markets where competition was less fierce and earnings were
higher.

BH is a calm and thoughtful character and always well-grounded in the realities of the here and
now. The son of a master carpenter, his interest has been on good craftsmanship and he completed
an education as a carpenter himself as well. As a child he would spend hours constructing small,
lavishly decorated wooden boxes and as an adult, after having worked several years a carpenter, he
educated himself further, becoming a mechanical engineer. Drawing on both of his educations and
his practical experience, BH then worked for several years on the production lines of various
companies, but the idea of one day starting his own business was still on his mind.

Thus, when NA asked BH 15 years ago whether the latter would become his partner in a new
packaging company, focusing on customised, high quality packaging solutions for the jewellery
sector, BH was ready to take on the challenge.

NA knew of a small packaging firm in Himmerland whose owner was ready to sell it off. The
company was small and its customer portfolio consisted solely of Danish clients, but these
customers comprised a steady group of independent jewellery designers and vendors who were
willing to pay extra for the beautiful, customised boxes and other types of packaging developed and
sold by the company.

After doing some market research, NA reached the conclusion that the healthy state of the Danish
economy meant a strong demand for luxury items such as jewellery. In addition, the demand abroad
was also increasing and there was the added potential of expanding into the market for watches and
other luxury accessories.

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Current status
The two childhood friends bought the packaging company and changed its name to AH Packaging
in order to prepare for an international market. Initially, they had 15 employees and revenues of 30
million DKK, but the company has since grown to employ 60 people and currently has revenues of
110 million DKK. During the worldwide financial crisis following the US housing crash of
2008/’09, the company’s revenues declined and NA and BH had to lay off some of their staff.
However, during the last five years, revenues have rebounded and the two owners believe that it is
possible to continue this trend.

NA and BH each own 50% of the company and have so far agreed on major business decisions,
such as their respective roles in the daily work and management of AH Packaging. The latter meant
that NA became CEO and would be responsible for the company’s strategy, finances, purchases, as
well as marketing and sales. By contrast, BH would handle the daily management of the production
as well as the warehouse.

AH Packaging’s production is split between Denmark and China, as the company established a
Chinese branch three years ago in order to produce for those customers who place large scale
orders. The original, Danish branch instead continues to produce for the smaller, more specialised
orders.

As predicted by NA, AH Packaging’s export opportunities for high quality, customised packaging
solutions proved excellent and today the company supplies these solutions to 240 well-known
producers of jewellery and watches in addition to its roughly 8000 retail customers all over Europe.

AH Packaging’s current revenues within the jewellery and watch packaging portfolios are
distributed as follows in terms of national markets:
Denmark 30%
Germany 40%
Norway and Sweden 20 %
The rest of Europe 10 %

An estimate of the current competition within the various geographical markets for high quality
packaging for jewellery and watches can be found in appendix 1.

NA is convinced that AH Packaging has an annual growth potential of 50% if the company
continues to focus on international expansion and on entering new sectors which are in need of
customised, high quality packaging. BH believes that a controlled annual growth rate of 15% is
more realistic and that the company must take care not to become overly diversified as it may
negatively impact product quality, delivery times and earning power.

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Organisational structure
AH Packaging’s organisation has adapted to both the company’s expansion and to its increased
internationalisation. AH Packaging’s organisational chart is attached as appendix 2.

The company’s sales force must have a good sense of design as well as their customers’ needs in
order to be able to inspire the work of the two packaging developers employed by the sales
department. These two developers are often invited to visit the customers when orders for new
types of packaging or packaging for new products are placed.

NA meets frequently with his employees to stimulate new ideas for developing AH Packaging. He
believes firmly that employee involvement and responsibility is the key to success. As a
consequence, NA has discussed possible organisational changes with BH and suggested that they
consider implementing profit sharing as well as a more flexible organisational structure, such as, for
instance, a matrix management, in order to improve motivation and knowledge sharing within the
company. However, NA and BH have not yet reach an agreement on any of these ideas.

There have been a number of problems surrounding both internal and external cooperation in AH
Packaging’s warehouse and logistical department. This has led to several employees leaving the
company and a high personnel turnover is expensive in terms of costs as well as leading to poorer
results when it comes to meeting customer demands. BH believes that it is the responsibility of the
warehouse and logistics manager, Peter Højriis, to resolve these problems. The employees in the
department report that the tone is harsh and that they are often scolded by the manager when errors
or delays occur. These errors are often due to different and conflicting information received by the
employees from the inventory system and the staff from the purchasing and production
departments.

Suppliers and purchases

AH Packaging’s purchasing department employs two purchasing officers who deal with the daily
procurements for both the Danish and Chinese branches. The two packaging developers in the sales
department are very creative which can provide the purchasing department with some unforeseen
challenges. In one instance, the developers created a new packaging solution for a customer that the
latter was very satisfied with and thus wanted put into production immediately. The problem was
that the production department, and thus the purchasing department, had not received the
information necessary to begin production of the order. The outcome was that the purchasing
officers scrambled to find suppliers who were able to deliver at short notice, but without ensuring
that such parameters as price, quality and the like would meet the standards required by AH
Packaging.

Unfortunately, such events are not unique, leading to a situation in which the collaboration between
AH Packaging and several of its suppliers is haphazard and ad hoc. The lack of coordination has
also caused problems in the warehouse where a number of stock items, raw materials as well as
semi-manufactured and finished goods, are simply gathering dust.

AH Packaging owns a total of 4 warehouses and for the stock in warehouse B the cost per order is
1200 DKK, while the warehouse interest rate is 20% per year. Charts detailing the inventory in and
demand of the stock in warehouse B can be found in appendix 3A and 3B.

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Production
The production department and the various production lines are of course also effected by the very
creative developers in the sales department. Often, the production department is not given exact
piece lists or precise technical drawing from the developers which results in production errors and
frustrations among the workforce. The employees on the production lines try their best to
manufacture the desired product and it is often the production staff which contacts the purchasing
officers to acquire necessary materials from suppliers found by the production staff itself. This
process is not only cumbersome, but in the cases where AH Packaging’s products are standardised
models which ought to be produced in China, it often takes a long time to actually switch the place
of production from Denmark to China. This last delay is due to the fact that in order to manufacture
a product in the Chinese branch, every detail of the production needs to be worked out in the
advance, leaving next to nothing to chance and not having to rely on subsequent “fixes”.

There has long been a within AH Packaging, shared by both NA and BH, to optimise the part of the
company’s production that relies on manual labour. The current, less efficient, manual processes
have created a situation in which high wage costs are coupled with a physical working environment
characterised by repetitive, monotonous, tasks with heavy, manual lifting. The use of robotics is
expected to help with the optimisation process, ensuring both increased efficiency and less
strenuous, manual labour.

Thus, AH Packaging has decided to invest in the latest technology and has collected several offers
for robots specialised to suit the company’s needs and two of these suppliers have been designated
as especially appropriate for AH Packaging as can be seen in appendix 4, 5 and 6.

Production quality and errors

Among other customers, AH Packaging provide packaging for an Austrian producer of
wristwatches. These watches are priced at around 5000-10.000 DKK per watch, while the
packaging consists of a small box measuring 12×4×4 cm. The Austrian customer requires these
boxes to be sturdy and durable as well as giving the buyer an impression of quality. The boxes are
constructed from a series of wooden components which are glued together and finally lacquered
and AH Packaging has experimented with various types and quantities of wood, glue and lacquer in
designing the boxes.

Purchases of wood
The wood used in the production of the boxes to the Austrian watch manufacturer is delivered by a
Danish subcontractor. The production department at AH Packaging has experienced problems with
the wood delivered and suspects that this may be due to the wood not being within the specified
humidity. The specifications allow for a humidity of between 12% and 20% (both included) in
order for AH Packaging to be able to process the wood without further treatment.

Financial situation
A key employee in AH Packaging’s financial department is Jørgen Hansen. Beginning as an intern,
he turned out to have a flair for economics and numbers and gradually he was given more and more
responsibilities. Today he is solely responsible for AH Packaging’s finances, although he reports
directly to CEO Niels Andersen.

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Jørgen Hansen has introduced several useful initiatives over his years in the finance department,
including acquiring and implementing a good and efficient ERP system. Nevertheless, all is not
ideal as this ERP system is not being employed optimally by the company. As indicated by the key
figures from the financial statements from 2017-2019, found in appendix 7, that while AH
Packaging is doing okay, its performance has not been stellar.

Jørgen Hansen thus believes that AH Packaging has a solid growth potential, but also that the
company faces a number of challenges which he has discussed with the two owners, NA and BH,
who are open to various measures to deal with these challenges.

Your analysis of the situation of AH Packaging A/S

(Weight: 10 % of the final grade)

Using the case material and relevant theories and/or models from your first year, you must
prepare a paper containing the following analyses:

Question 1: Value chain analysis

Compile a value chain analysis of AH Packaging A/S focused on the company’s logistical and
organisational challenges.

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Case (på dansk): AH Packaging A/S

Opstart og baggrund for virksomhedens situation i dag

AH Packaging A/S har de sidste 15 år været ejet af Niels Andersen (NA) og Bjarne Hansen (BH).
Virksomhedens ejere har været venner siden folkeskolen, og de har altid haft gang i forskellige
projekter og en idé om en dag at skulle drive virksomhed sammen.

Niels er den idérige og rastløse type med en udpræget sans for salg og forretningsmuligheder. Som
søn af en købmand har han fået den forretningsmæssige tankegang med fra barnsben. Derfor valgte
han at tage en markedsføringsøkonom-uddannelse og har arbejdet i forskellige brancher med salg
og markedsføring, bl.a. i emballageindustrien hvor han hurtigt så potentialet i at gå efter
nichemarkeder, hvor konkurrencen var mindre og indtjeningen højere.

Bjarne er den sindige og eftertænksomme type med begge ben på jorden. Som søn af en
tømrermester har han været optaget af det gode håndværk og tog selv en uddannelse som tømrer.
Som barn kunne han bruge timer på at lave flotte æsker af træ. Efter nogle år som tømrer valgte han
at tage en uddannelse som maskiningeniør og arbejdede efterfølgende i produktionen ved
forskellige virksomheder. Ideen om en dag at skulle have egen virksomhed rumsterede dog stadig.

Da Niels for 15 år siden spurgte Bjarne, om han ville være med som medejer i en
emballagevirksomhed, som skulle satse på kundetilpassede emballager af høj kvalitet til
smykkebranchen, var han klar.

Niels havde kendskab til en mindre emballagevirksomhed i Himmerland, hvor ejeren gerne ville
sælge. Virksomheden var et mindre firma, som udelukkende havde danske kunder. Til gengæld var
det en fast kundekreds af selvstændige smykkedesignere og forretninger, som gerne ville betale
ekstra for de flotte og kundetilpassede emballager, som virksomheden udviklede og producerede.

Efter noget research på markedet var Niels’ konklusion klar. Der var godt gang i økonomien og
danskerne brugte gerne penge på luksusprodukter som smykker og lignende. Der var et betydeligt
potentiale i udlandet, hvor smykkesalget ligeledes var for opadgående. Samtidig kunne markedet
for urer og andre designartikler ligeledes være mulige markeder at gå efter.

Status i dag
De to venner overtog emballagevirksomheden og ændrede navnet på virksomheden til AH
Packaging, så det kunne fungere på de internationale markeder. De startede med 15 medarbejdere
og en omsætning på 30 mio. kr. Siden har virksomheden udviklet sig, så de i dag beskæftiger 60
medarbejdere og har en omsætning på godt 110 mio. kr. Under finanskrisen faldt omsætningen og
virksomheden måtte fyre nogle af medarbejderne, men de seneste 5 år er det gået den rigtige vej
igen, og Niels og Bjarne tror igen på, at de kan øge omsætningen.

De to venner ejer hver 50 % af virksomheden og har gennem årene været enige om de store
beslutninger. Bl.a. i forhold til rollefordelingen i det daglige arbejde.

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Her besluttede de fra starten af, at Niels skulle have rollen som den administrerende direktør med
ansvar for strategi, økonomi, indkøb samt markedsførings- og salgsopgaverne, mens Bjarne skulle
tage sig af den daglige drift i forhold til produktion og lager.

Produktionen foregår i Danmark samt i Kina, hvor virksomheden etablerede produktion for 3 år
siden. I Kina produceres emballager til de store kunder med stor volumen. De mindre
emballageordre med særlige krav produceres stadig i Danmark.

Som Niels forudså, var der gode eksportmuligheder med de kundetilpassede emballager af høj
kvalitet. Virksomheden har i dag 240 kendte producenter af smykker og ure i deres kundedatabase
samt ca. 8000 detailkunder i hele Europa.

I dag fordeler virksomhedens omsætning på emballage til smykke- og ur-markedet sig således:

Danmark 30%
Tyskland 40%
Norge/Sverige 20 %
Øvrig Europa 10 %

Konkurrencesituationen på markedet for kvalitetsemballage til smykke- og ur-markedet på de

forskellige geografiske markeder er estimerede i tabel 1 i bilag 1.

Niels er overbevist om, at AH Packaging har et vækstpotentiale på 50% om året i omsætningen,

hvis de fortsat satser på international ekspansion og nye brancher, som har behov for tilpassede
emballager af høj kvalitet. Bjarne mener, at en kontrolleret vækst på 15% om året er mere realistisk,
og at de som virksomhed skal passe på med at sprede sig for meget, så det ikke går ud over
produktkvaliteten, leveringssikkerheden og virksomhedens indtjeningsevne.

Organisatoriske opbygning

Organisationen har med væksten og den internationale satsning tilpasset sig løbende.
Organisationsdiagram for virksomheden i dag ses i bilag 2.

Sælgerne i organisationen skal have sans for design og kundens behov, så de to emballageudviklere,
der er ansat i salgsafdelingen, kan få god inspiration i deres arbejde. Ofte når det drejer sig om ny
emballage til nye produkter hos kunderne, inviteres designerne med ud på kundebesøg.

Niels holder jævnligt møder med sine medarbejdere for at få nye ideer til udvikling af
virksomheden. Han tror meget på medarbejderinvolvering og -ansvar som vigtige succesfaktorer.
Han har taget emnet op med Bjarne og foreslået, at de overvejer organisationsændringer som
overskudsdeling og en mere fleksibel organisationsstruktur som f.eks. matrix for at styrke
motivationen og vidensdeling i virksomheden. Det er de to ejere dog endnu ikke kommet til
enighed om.

I lager- og logistikafdelingen har der været en del samarbejdsproblemer både internt og i forhold til
indkøbs- og produktionsafdelingen, hvilket har medført, at flere medarbejdere har søgt væk fra
virksomheden. Høj personaleomsætning er dyrt for virksomheden og skaber dårligere resultater i

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forhold til at leve op til kundernes krav. Bjarne mener, at det er Peter Højriis’ ansvar som logistik-
og lagerchef at få styr på problemerne.

Medarbejderne i lager- og logistikafdelingen fortæller om en hård omgangstone, hvor de ofte bliver

skældt ud af chefen, når der sker fejl eller forsinkelser. Fejlene skyldes jævnligt, at de får
modstridende informationer fra lagersystemet i forhold til informationer fra medarbejderne fra
indkøbs- og produktionsafdelingerne.

Leverandørsituation / indkøb

De to indkøbere i indkøbsafdelingen tager sig af det daglige indkøb til både de danske og de
kinesiske virksomheder. De to emballageudviklere er meget kreative og det kan godt give
indkøbsafdelingen nogle uforudsete udfordringer. Bl.a. udviklede de en emballage for en kunde,
som kunden var meget tilfreds med og derfor gerne ville have hurtigst muligt. Problemet var bare,
at produktionsafdelingen - og derfor også indkøberne - ikke have fået de nødvendige oplysninger.
Konsekvensen var, at indkøberne fandt andre leverandører, der kunne levere, dog uden at sikre sig,
at prisen, kvaliteten osv. var som ønsket.

Denne type oplevelse er ikke enestående og konsekvensen er en række leverandører, hvor

samarbejdet mellem virksomheden og leverandøren er tilfældigt. Ligeledes er der på lageret en
række varer, både råvarer, halvfabrikata og færdigvarer, som står og samler støv.

AH Packaging har i alt fire lagerhaller, for varerne i lagerhal B regnes der med ordreomkostning på
1200 kr. og en lagerrente på 20 % p.a.

En optælling af varer i lagerhal B kan ses i bilag 3A og 3B.

Produktion
Produktionen er selvfølgelig også påvirket af de meget kreative udviklere. Ofte får de i
produktionsafdelingen ikke nøjagtige styklister og tegninger fra udviklerne, hvilke giver
fejlproduktion og frustration blandt medarbejderne. Produktionsmedarbejderen forsøger ud fra
erfaring at fremstille det ønskede produkt. Ofte er det produktionsmedarbejderen, der kontakter
indkøberne, for at få dem til at indkøbe de nødvendige produkter hos en leverandør, som
produktionsmedarbejderen har fundet frem til. Alt dette er tidskrævende og i de tilfælde, hvor det er
standardprodukter, der burde blive fremstillet i Kina, går der ofte meget lang tid inden produktionen
flyttes fra Danmark til Kina.
Inden produktionen kan foregå i Kina, er det nemlig nødvendigt at have fuldstændig styr på alt
vedr. produktionen.

AH Packaging har desuden gennem længere tid haft et ønske om at effektivisere den del af
produktionen, der bliver udført manuelt. Dermed er lønomkostningerne høje og det fysiske
arbejdsmiljø er præget af gentagne, ensidige arbejdsopgaver med tunge løft. Robotteknologi
forventes at kunne bidrage til løsning af nævnte effektivisering.

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Virksomheden har derfor besluttet sig for at investere i den nyeste teknologi inden for dette område
- og har indhentet tilbud på specielle robotter, jfr. bilag 4, 5 og 6, hvoraf tilbud fra 2 producenter
netop er modtaget og udpeget som egnede.

Produktionens kvalitet og fejl

AH Packaging leverer bl.a. emballage til en østrigske producent af armbåndsure. Urene ligger i
prisklassen 5.000-10.000 kr. pr. ur. Emballagen er en lille kasse med målene 12*4*4 cm. Den
østrigske producent ønsker, at kasserne både udtrykker kvalitet og er solide. Virksomheden har
eksperimenteret med forskellige materialer af pap, plastic og træ.

Indkøb af træ
Det træ, der anvendes til at fremstille trææskerne til den østrigske producent af armbåndsure,
leveres af en dansk underleverandør. Produktionsafdelingen i virksomheden har erfaret, at træet er
svært at arbejde med. Man har mistanke om, at træet ikke leveres med den aftalte fugtighed. Træet
skal efter aftalen indeholde fra 12 til 20 % fugt (begge inklusive), for at der kan arbejdes med træet
uden yderligere behandlinger.

Økonomiske situation.
I økonomiafdelingen sidder Jørgen Hansen. Han startede som elev i virksomheden. Da det vidste
sig, at han var god til økonomi, fik han efterhånden eneansvar, dog med direkte reference til Niels
Andersen.

Han har gennem årene fået gennemført forskellige velfungerende tiltag. F.eks. har virksomheden et
godt og velfungerende ERP-system. ERP-systemet bruges dog på ingen måder optimalt i
virksomheden. De vigtigste regnskabstal for 2017-2019 kan ses af bilag 7. Heraf fremgår det dog
tydeligt, at træerne ikke vokser ind i himlen.

Jørgen Hansen mener, at virksomheden har et godt vækstpotentiale, men kan også se, at der er
forskellige udfordringer for virksomheden. Nogle udfordringer har han præsenteret for de to ejere,
og de er åbne over for forskellige løsningsforslag.

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Spørgsmål som skal besvares inden 6-timers eksamen
Spørgsmål 1: Værdikædeanalyse
Med afsæt i casen og relevant teori fra 1. år bedes du udarbejde et skriftligt oplæg som indeholder
følgende:

 En værdikædeanalyse af MGB med henblik på at afdække firmaets logistiske og

organisatoriske udfordringer og problemstillinger.

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