The document outlines the agenda for the Spare Parts Business Platform 2014 conference to be held in Stockholm, Sweden on February 5-6, 2014. The two-day conference will focus on optimizing spare parts operations and features sessions on topics such as spare parts channel development, increasing parts availability, transforming to a strategic service organization, and balancing global operations with local presence. Speakers will represent companies such as Grundfos, Vaillant Group, Alfa Laval, and Heidelberg. The event aims to provide attendees with strategies and solutions for improving profitability in the aftermarket business through areas like pricing, inventory management, and supply chain optimization.

1. 2014
a
YOUR ESSENTIAL EXECUTIVE TOOLKIT Sheraton Stockholm Hotel, February 5th - 6th, Stockholm, Sweden
Find out more at
@ www.sparepartseurope.com
PLUS
OPTIMIZING
SPARE
PARTS
FOR
FASTER
DELIVERY
Building on the success of last year’s inaugural
event - Thomas Igou, Editor
Presents
a
event
Partners
The World of Manufacturing
event

2. 2 Spare Parts Business Platform 2014
Conference at a Glance
Day 1 - February 5th
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
15.30 Networking Break and 1-to-1 meetings
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
Day 2 - February 6th
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
10.15 Networking Break and 1-to-1 meetings
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
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
Editorial Director Thomas Igou, thomas.igou@copperberg.com, Creative Director and Website Development Robert Dahlqvist, robert.
dahlqvist@coordinatum.com, Marketing Director Malin Petterson, +46 8 500 092 91, malin.petterson@copperberg.com, Senior Business
Advisor Åsa karphammar, +46 8 120 505 53, asa.karphammar@copperberg.com, Copperberg AB, St Eriksplan 11, 2tr, S-113 20 Stockholm,
Sweden, Tel: +46 8 651 11 90, Fax:+46 8 441 07 93, Email: info@copperberg.com, 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

3. Spare Parts Business Platform 2014 3
“the most cited priority
within the next 12 months
was to have an incremental
growth at a higher profit
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,
http://www.linkedin.com/in/thomasigou
https://twitter.com/tomigou
Thomas Igou
The Editor
“

4. 4
Spare Parts Business Platform 2014
Program 2014
We start with Day 1 - February 5th
13.30 Registration
14.15 The challenges of Spare Part channel
development in Grundfos
Grundfos 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.
Discussion Points:
+
• What type of distribution network to set up when operating
on a global scale?
• How to use Change Management as a tool
• The journey: how it started? Where are we? Learning point:
good to repeat/better to avoid
Zoltán János Szabó
Group Logistics Director
Grundfos
Paul McLoughlin
Manager - DC & Operations
Grundfos

5. 5
Spare Parts Business Platform 2014
Program 2014
15.00 Increasing availability and reducing stock
levels of spare parts
How can manufacturers follow through on their promise
to deliver the right parts at the right time? Service
excellence becomes a tool for competitive advantage.
As such, efficient forecasting is critical in order to
efficiently increase availability and reduce stock
levels of spare parts.
15.30 Networking Break and 1-to-1 Meetings
16.30 Unlocking the hidden supply chain potential
by re-engineering your data, planning, and logistics
processes
To 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
parts availability, some areas are key to focus on: data
cleaning, dynamic planning, and process optimization.
Discussion Points:
+
+
• Drive your data, drive your business
• Reduce stock, improve availability
• Activity cost, the hidden gold
• Optimize processes, not departments
Nic Cunliffe
Director of Regional Spares Centres
Vaillant Group
16.00 Transforming to a Strategic Service Organization
• The 7 Forces of Transformation in Manufacturing
• How are Manufacturers planning to differentiate?
• How will goods be bought and sold - and spares managed?
Mark Brewer
Presales Manager SLM EMEA
PTC
17.00 Networking Drinks Reception & 1-to-1 Meetings
This 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.
19.00 Dinner
Discuss and evaluate your experiences from the first
day of conferencing during our Evening Networking
Programme. During the evening, you will also enjoy an
exclusive dinner together with your peers in the lovely city
of Stockholm.
Discussion Points:
• Commitment to Service Excellence
• Kill dummy items
• Calculate forecast/safety stock
• Stock Management
Norbert Bitschi
Stores/Materials Manager
Liebherr-Werknenzing GmbH
Filip Stål
Sales Director SLM
PTC

6. 6
Spare Parts Business Platform 2014
Program 2014
Day 2 - February 6th
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.
09.00 Service Chain Segmentation & Optimization
Manufacturers feel an increasing pressure on their
supply 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:
+
• Strategies to improve your service and parts metrics for
• Service chain segmentation
• Setting segment-specific targets
• Optimization of service levels versus optimization of availability
• Case Study: reducing inventory and service levels using
global service parts optimization approach
10.15 Networking Break and 1-to-1 Meetings
Ulrich Thonemann
Professor Supply Chain Management
University of Cologne
09.30 How to design a world class spare part
supply chain and distribution setup
In this presentation, Knud will go through how Alfa
Laval has designed its sparepart supply chains and
distribution setup related to KPI’s, location of distri-bution
centers, and optimal organizational setup.
Discussion Points:
+
• Where do we locate our DC’s
• What should be stocked and how do we optimize it?
• How do we define an optimal organization?
• KPI’s and how to improve the operational performance
Knud Midtgaard
Vice President Group Operations
Alfa Laval
Delegates are welcome to choose the sessions they want to attend.
10.45 How to improve profitability in your aftermarket
business - Strategies and examples from the
Automotive and Manufacturing industry
• Profit and growth potentials in the aftermarket on the market side
• Differentiated pricing: product segments, customers and countries
• Design a systematic value and price driver approach in your pricing
• Selected pricing tools for a successful aftermarket pricing
• Case study: a roadmap to successful parts pricing
Bernhard 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
• Finding the win-win situation between OEM’s and distribution
partners
• How data challenges and integration can be minimized
• Success factors for increasing Service to the end customer and
implementing RIM solutions
Tomas Wennerstein
Managing Director
Syncron US
+ 10.45 – 12.00 Focus Sessions

7. 7
Spare Parts Business Platform 2014
Program 2014
12.00 Networking Lunch and 1-to-1 Meetings
+ 13.00 Executive Circles
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):
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
• Cost based pricing: risks
• Value based pricing: opportunity
• VBP is not only IT implementations
• Customers reactions
Marino 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
• Why Global Pricing is necessary and beneficial for companies
• How to develop and implement a Global Pricing operation
• How to define the right processes
• How to choose the right software
Paul Glenn
Head of Global Pricing Systemservice
Heidelberg

8. 8 Spare Parts Business Platform 2014
Program 2014
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
• Optimizing your spare parts value proposition as the main
differentiator to competition
• Emphasizing the service level guarantees and safety reliability
of your spare parts
• Pricing strategies to remain competitive against non-genuine
parts while remaining profitable
15.30 The emergence of e-channels in the
Automotive Aftermarket
The 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-commerce as opportunities for global growth,
increased sales, and higher profit margins. Listen in
on Tenneco’s journey with e-commerce, one of the
first in the industry.
Discussion Points:
+
• How to use the internet as a new channel to increase parts sales
• The importance of real time integration with order management
and distribution systems
• Ta-direct.com journey: building one of the first online aftermarket
order management systems
Alex Gelbcke
VP General Manager Europe Aftermarket
Tenneco
16.00 Balancing global operations/local presence
regarding pricing, parts availability and inventory
management
Spare parts is for many manufacturers, a global affair.
This creates the dilemma of building a model or process
that can be applied cross-markets, but that is customized
to 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:
+
• How to balance availability with global inventory management
• How to manage local market pricing whilst maintaining global
price levels and avoiding arbitrage
• How to work with field service in developing more advanced
spare part services
Juha Pankakoski
Head of BU Parts
Konecranes
16.30 Conference Ends
Carl Möller
Director Aftersales
Bromma

9. Spare Parts Business Platform 2014 9
Speakers 2014
Alex Gelbcke, VP General Manager,
Europé Aftermarket, Tenneco
Alex Gelbcke, vice president and
general manager, Europe aftermarket,
is responsible for the company’s after-market
business in Europe, the Middle East, and
Africa, (EMEA) which includes sales, marketing,
engineering, strategic planning, and business
development. He also works closely with the
aftermarket organizations in the International
regions to integrate product offerings and marketing
support programs. Mr. Gelbcke was named to
his current position in July 2007. Prior to that, he
had been vice president of aftermarket sales and
marketing in Europe since 2005. His previous
assignments also included sales and marketing
director for Central and East Europe, Middle East
and Africa (2004); and sales and marketing director
for Central and East Europe (2002). He joined Tenneco
in 1998 from the mining company BIA, where he
was general manager for North Africa in charge
of 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
Centres including UK, Spain, Slovakia
& China. He is an internal consultant
and optimisation expert in systems, process, data
and related supply chain. His experience includes
Sales at Director level, Multi-national SAP imple-mentation,
field service supply chain optimisation
and M&A projects. Nic is 50 years old and has
been working for Vaillant Group last 13 of them in
following capacities: Sales Director; Glowworm
Boilers; Logistics Director, UK; Steering & Perfor-mance
Director, European Spares. Currently, Di-rector
Regional Spares Centres & Group logistics
process owner, Spares & Service. Previously, he
was Head of Corporate Data and process manage-ment,
Caradon Plumbing Solutions. He was also
Divisional Sales Manager, Ideal Boilers and Export
Sales Manager - Aerospa whirlpool systems.
Marino Roberto, After Sales & Spare
Parts Director, Carraro SpA
Marino is the After Sales and Spare
Parts Director at Carraro Group
(www.carraro.com), multinational global leader in
the production of power transmission systems,
where he has worked since May 2008. He is
responsible for after sales & spare parts manage-ment
and to develop the growth of spare parts
business all over the world. Marino reports to
the Chief Executive Officer. From August 2006 to
April 2008, he has been the Spare Parts & Service
Manager at Global Garden Products Group, with
responsibility for spare parts and after sales.
GGP is a European garden equipment company
manufacturing lawnmowers, tractors, chain saws,
brush cutters, snow plow professional machines.
From 1996 to 2005 a long experience in After
Sales & Spare Parts in motorcycles business
(Aprilia and Piaggio), covering different roles (last
responsability in Piaggio Group was: Spare Parts
& Accessories worldwide Sales Manager, for every
brand of Piaggio).
Chairman: Ulrich Thonemann,
Professor Supply Chain Management,
University of Cologne
Ulrich Thonemann is Professor for
Supply Chain Management at the University of
Cologne and Director of the Department of Supply
Chain Management. He started his academic
career as a Professor for Supply Chain Manage-ment
at Stanford University and also holds Master
and Ph.D. degrees from Stanford. Before joining
academia, he worked as a management consul-tant
at McKinsey & Company in Cologne. His
publications have appeared in journals such as
Management Science, Operations Research, Har-vard
Business Manager and the European Journal
of Operational Research. His current research
focuses on Supply Chain Management, Service
Management, and Behavioral Operations and on
the application of state-of-the-art approaches in
industry.
Norbert Bitschi, Stores/Materials
Manager, Liebherr-Werknenzing
GmbH
Norbert has been working at Liebherr
since 2004. He is currently the stores/materials
manager, where he works with stock management,
forecasting, Liebherr’s commitment to service
excellence. He was previously in charge of strategic
purchasing, and has worked in waste management
for the Local Authorities Association Voralberg. He
spent his academeic studies at the University of
Vienna and the Vienna University of Economics and
Business.
Juha Pankakoski, VP Head of BU
Parts, Konecranes
Juha Pankakoski has been working for
Konecranes, the world-leading com-pany
in lifting business, since 2004. Prior
to that he has held various executive-level posi-tions
in international telecommunications, IT, and
medical companies. Most recently, Juha Pankako-ski
has been responsible for the aftermarket parts
business at Konecranes. Konecranes has for over
50 years been actively pursuing service market,
which currently comprises approximately forty
percent of its total revenue.
Zoltan Janos Szabo, Group Logistics
Director, Grundfos
Zoltan has a college degree mechanical
engineering and post graduated econo-mist.
His career started in automotive 7+
years. He has spent it in more than one field as of
finance, quality, manufacturing and project manage-ment.
Transferring production lines across European
factories founded his knowledge in logistics. He
has been working in last 12 years in logistics area,
with a 2 years break of being General Manager in a
manufacturing plant in Mexico. Since 2 years He is
heading Grundfos Group logistics function, his area
of responsibility are logistics infrastructure and order
to delivery process of Operations at Grundfos Group.
The yearly transportation spending is 100+ mil EUR.
It covers raw materials, WIP, finish goods and spare
parts distribution networks. Grundfos Logistics net-work
operates 13 regional Distribution Centers and 2
Regional Spare Parts Distribution Centers worldwide.
Grundfos runs ERP systems in all units under SAP.
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.
As a pricing expert he has wide practical and inter-national
pricing experience in Europe, Americas and
Asia-Pacific. Paul Glenn leads the Pricing of Services
and Parts at Heidelberger Druckmaschinen AG. In
his role he developed and implemented new pricing
strategies, methods, processes, manages the change
from a decentralized to a global pricing organization
and set-up and implemented a global pricing-system
in record time. Dr. Paul Glenn has a background in in-dustrial
engineering and management and business
administration. He is lecturer of Business Dynamics
at the Karlsruhe Institute of Technology (KIT) and
Pricing at the University of Aachen. He has published
books and articles and is getting involved in research
advisory.
Paul McLoughlin, Manager - DC &
Operations, Grundfos
Paul has worked for Grundfos now
for over 10 years and specifically for
Grundfos Distribution Service which
is the Company set up by Grundfos to
manage the After Market (Spare Parts) Supply
chain as a Core business. They plan, purchase,
stock and distribute Pump Spare Parts worldwide.
Paul also manages an additional Regional DC in
Singapore, supporting Asia and the Pacific and
have plans for further Regional DCs in other parts
of the world. Previously, Paul worked for Dell
Computers for 11 years, the last 6 of which were
specifically engaged in “Service Logistics” and
included managing 3PLs setting up & managing
regional DC’s, Forward Stocking Locations and
Pudos (Pick Up/Drop Off) points.

10. 10 Spare Parts Business Platform 2014
Bernhard Ebel, Managing Partner,
EbelHofer Strategy & Management
Consultants
Bernhard Ebel is Managing Partner at
EbelHofer Strategy & Management Consultants
in Cologne. He is specialized on growth and profit
improvement on the market side, in particular on
sales, pricing, marketing and strategy/organizational
topics. Bernhard has a broad experience for over 20
years in industry and consulting. He has carried out
numerous projects e.g. in companies in the automo-tive
and manufacturing/supplier industry, in service
and aftersales organisations in Europe, US/Canada,
South America, China, Japan as well as other Asian
countries. He holds a degree in industrial engineering
(University of Karlsruhe) and a PhD in engineering.
Carl Möller, Director Aftersales,
Bromma
Mr. Carl Moller is Director, AfterSales, and a
member of the management team at the
world leader in crane spreaders, Bromma.
Mr. Moller previously held several positions
in the Services segment at Bromma. Prior to joining
Bromma, Mr. Moller worked for Cargotec (Kalmar)
for more than 10 years based in Stockholm and Hong
Kong, holding various Sales and Marketing & Com-munications
positions. Mr Moller is currently based at
Bromma headquarters in Stockholm, Sweden.
Stefan Küster, After Sales Manager,
Diesel Motor Nordic
Stefan is the aftersales manager at
Diesel Motor Nordic. He is responsible
for the complete after sales process, with control
of multinational dealer networks and dealer
development, as well as aftersales marketing. He
held previous roles at Deutz Ag as Head of After
Sales Middle East and Head of After Sales Central
Europe, where he increased market shares in after
sales with key accounts of the dealers, end users
and OEMs.
Thomas Bard, former Executive,
German Automotive Premium OEM
Thomas Bard has extensive automo-tive
and aftermarket experience, having
worked over more than two decades as both a Senior
Executive and as a Consultant on numerous strategic
projects in the Automotive Industry, in Consumer
Goods and Retailing. Having lived and worked in
various European geographies, in both North and
Latin America, he is keenly aware of industry- and
location-specific aspects as well as the cultural and
institutional setting that impact successful and
profitable pricing strategy and policy. Recently, in his
role as Director for Global Parts Sales, he initiated and
led a major pricing and incentive system redesign for
the global parts business of a German automotive
premium OEM.
Tomas Wennerstein, Managing
Director, Syncron US
Tomas joined Syncron in 2001 as a
business consultant. Mr. Wennerstein
has since been involved and responsible
for a number of global implementation projects of
the Syncron applications and has a wide experience
of Supply Chain Management from many different
assignments in a variety of industries. 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
Supply Chain from an Inventory Management aspect.
Speakers 2014
Knud Midtgaard, Vice President
Group Operations, Alfa Laval
Knud Midtgaard is Vice President Group
Operations at Alfa Laval. He is responsi-ble
for all Logistics activities in the Group
and Supply Chain Responsible for the Spare Parts.
Before joining Alfa Laval he has held a number of
positions as Logistics Executive in Scandinavian
Companies and he has more than 20 years experi-ence
within the field.

11. Spare Parts Business Platform 2014 11
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?
Thomas Igou
Content Director
Phone: +46 8 50 25 5239
E-mail: thomas.igou@copperberg.com
LinkedIn: www.linkedin.com/in/thomasigou
Twitter: twitter.com/tomigou
Herbert Spencer once said: “The great aim of education
is not knowledge, but action”. “As long as no human,
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.
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 Bergström
Managing Director
Copperberg
Lisa Bergström
Managing Director
Phone: +46 8 676 01 40
E-mail:lisa.bergstrom@copperberg.com
LinkedIn: se.linkedin.com/in/lisabergstrom
Twitter: www.twitter.com/LisaBergstroem
Åsa Karphammar
Senior Business Advisor
Phone: +46 8 120 505 53
E-mail: asa.karphammar@copperberg.com
http://LinkedIn: se.linkedin.com/in/lisabergstrom
Twitter: www.twitter.com/LisaBergstroem
Copperberg
S:t Eriksplan 11, 2 tr
113 20, Stockholm, Sweden
Phone: +46 8 650 02 70
Fax: +46 8 441 07 93
Email: info@copperberg.com
www.copperberg.com

12. Copperberg
S:t Eriksplan 11, 2 tr
113 20, Stockholm, Sweden
Phone: +46 8 650 02 70
Fax: +46 8 441 07 93
Email: info@copperberg.com
www.copperberg.com
© 2014 Copperberg. All rights reserved.
For more information, email info@copperberg.com or visit www.copperberg.com.
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