Programme 2019

4-6 November 2019; Berlin, Germany

For the full agenda, growing speaker faculty, exclusive tours & how to get involved, download the brochure!

08:30 - 11:30 - Site Tour

BMW Plant Berlin - Factory Tour

During the exclusive guided tour, two groups of 25 people will be led through the mechanical production, engine assembly and the motorcycle assembly. The tour is approximately two hours long.


Please note: Tickets are now sold out. Please contact us if you would like to join the waiting list.

Swissbit - Factory Tour

This exclusive tour will take 50 people around Swissbit’s new state of the art factory. Attendees will get a tour through the new ramping memory factory, and insight and explanation of the whole production flow, presentation of the shop floor and a detailed view of their chip-on-board production in their clean room environment. The tour will last approximately two hours.

Please note: There are only 50 places on this factory tour and they will be allocated on a first-come, first-served basis.

11:50 - 12:50

Registration & Refreshments

12:50 - 13:00

Chair’s Opening Remarks

13:00 - 13:35 - Keynote

Logistics & Inventory Management

Supply Chain Management in a Changing Environment. Technologies and Innovations at Mercedes-Benz Cars

Alexander Koesling, Vice President Supply Chain Management, Mercedes-Benz Cars, Daimler

  • The Supply Chain Management @ Mercedes Benz Cars meets the current challenges with a clear strategy and with a flexible and efficient production network. This makes an important contribution to the digital transformation for Mercedes-Benz Cars.
  • The Supply Chain Management of Mercedes-Benz Cars is geared towards growth and globalization. The change to the mobility company of the future creates new requirements and furthermore the electric model offensive leads to a further increase in the variety of variants and complexity in the network.
  • In order to be able to manage the entire logistics chain efficiently and in high quality, the use of big data technologies is a key success factor. Networked simulation and forecasting capabilities ensure fast and flexible planning processes. In addition, the digitization and automation of material flow creates a high level of transparency along the entire supply chain.

13:45 - 14:20 - Case Studies

Leadership & Workforce Development

Developing an Agile Workforce within Datwyler

Jimmy Kesters, Vice President Global Operations Services, Datwyler Sealing Solutions

  • How to create a continuous improvement mind-set and live it in order to achieve true operational excellence and business transformation?
  • How do we see behavioural change which is almost the new change management?
  • Practical examples will be given of setting-up an agile self-learning organization.
  • Insight will be shared how Datwyler works with a network of experts to overcome the challenges of a VUCA world.

Industry 4.0 & Technology

LG’s Best Practice: Their Continuous Supply Chain Transformation Over the Past 10 Years

Miguel Angel Carro Portela, Director of Logistics, LG Electronics

  • Diversify Transportation Mode, Collaboration & Order Consolidation.
  • Customer Fulfilment Function within SCM /Logistics
  • Control tower, incident management and visibility
  • Organization Redesign to support new process and insource value added activities
  • Systems Map to support Logistic Activity
  • Synchronization of Demand Planning area within Logistics Activity
  • Flexible Capacity Management

Security & Risk Management

What Measures can you Implement to Avoid Product Recalls and Prevent a Damaging Reputation?

  • Importance of preventing product recalls in safeguarding your company’s reputation, and ensuring customer safety
  • Ensuring quality and safety at all stages of production; from procurement of raw material, to the delivery of the final product
  • Creating brand transparency

14:25 - 15:00 - Solution Spotlights

Logistics & Inventory Management

Maximise Customer Satisfaction and Profitability during Peak Seasons by Optimising Omni-Channel Fulfilment

David Hogg, Vice President, Strategic Business Development, Logistyx Technologies

Omni-channel fulfilment requires synchronisation across e-commerce, order management, warehouse, and in-store processes – and peak seasons can stress these to the breaking point. To strengthen operations and avoid peak season stress, shippers can augment their order fulfilment with Artificial Intelligence and a Transportation Management System for parcel shipping – continuously meeting customer service levels and maximising profits regardless of order volumes.


Join David Hogg, VP Business Development of Logistyx and learn how to:
  • Identify the common breaking points in fulfilment during peak seasons
  • Hear examples of what best in class companies do to optimise performance
  • Learn how to better leverage omni-channel systems to make fulfilment profitable without compromising customer satisfaction.

Industry 4.0 & Technology

Overhaul S&OP to Keep Pace with the Complexity and Subtlety of Supply-Demand Balancing

  • Utilise the latest tools to achieve impact on the bottom line
  • Enable S&OP to help leaders apply leverage whilst meeting the needs of local customers
  • Create S&OP maturity by aligning strategic operational planning and its execution

15:00 - 15:50

iSolve & Networking Break

15:50 - 16:25 - Case Studies

Logistics & Inventory Management

Sustainability Within Logistics

Richard Wilson, Inbound Logistics Director, Arla Foods

  • Full session abstract tbc

Industry 4.0 & Technology

Supply Chain Setup to Differentiate Customer Requirements

Karsten Jaeger, Senior Director, Global Planning & Logistics, Danfoss

• Challenges and strategies to reflect customer requirements
• Differentiate End to End Supply Chain setup & execution
• Optimising Supply Chain a fast-changing technological, political and market environment
• Ensuring strong SIOP setup to support watertight Business Continuity plans for disruption to your supply chain
• Using new digitalisation technologies – quantitative vs qualitative

Collaboration & Transparency

How to Establish a Mature Relationship with your Partners in the E2E Supply Chain

Amelie Stoverock, Head of Strategic Supply Chain Partner Management, Vifor Pharma

  • Specifics of Pharma supply chain
  • Overview mature vs immature relationship
  • What works well in co-operations and where there are challenges
  • Lessons learned how to establish a good collaboration with a partner

16:30 - 17:05 - Keynote

Logistics & Inventory Management

A Sustainable Supply Chain - from Seed to Sip

Richard White, Vice President, Procurement & Sustainability, Europe, AB InBev

  • At AB InBev, Sustainability is our business
  • Brewing the highest quality beers requires natural ingredients sourced from a healthy environment and thriving communities. That’s why our 2025 Sustainability Goals focus on smart agriculture, water stewardship, circular packaging and climate action aim to create lasting, measurable change in the local communities where we live and work
  • We have made remarkable progress in engaging our supply chain, investing in Renewable Electricity and taking steps on an ambitious journey to remove single-use plastics. We have piloted 21 breakthrough sustainability technologies, 3 of which took place on European soil
  • We continue work with start-ups, peers and partners such as CDP, RE100, WWF and the EU’s LIFE program to identify and scale innovative solutions to our shared sustainability challenges
  • We are building a company to last, brewing the world’s most loved beers and building iconic brands that will continue to bring people together for the next 100 years and beyond

17:05 - 17:50 - Keynote

Industry 4.0 & Technology

Self-Driving Supply Chain

Alessandro de Luca, Chief Information Officer, Healthcare, Merck

  • The dream scenario of “self-driving” supply chains where demand signal flows upstream in the chain seamlessly synchronized with product flow - from raw material supplier to factory to warehouse to customer- without human involvement is not far from reality.
  • New data, better processing power, and more sophisticated analytical algorithms are starting to create seismic shifts in how the supply chain will operate in the future.
  • This is the new source of competitive advantage in supply chain and manufacturing and the first who will successfully develop and implement these digital solutions will be the winner before it will become an industry commodity.

17:50 - 17:55

Chair’s Closing Remarks & End of Day 1

17:55 - 18:55

Evening Drinks Reception

08:00 - 08:45

Registration & Refreshments

08:45 - 08:50

Chair’s Opening Remarks

08:50 - 09:25 - Keynote

Collaboration & Transparency

Consumer-Driven Quality

Sabina Krzystolik, Chief Quality Officer, Unilever

  • How to create and lead a consumer-centric quality organisation.

09:25 - 10:00 - Keynote

Industry 4.0 & Technology

10:05 - 10:40 - Case Studies

Collaboration & Transparency

Supplier Collaboration and Approach to Supplier Innovation

Jitka Carolin, Director External Manufacturing MEU & Global Innovation, Mondelēz International

  • Supplier relationship Management
  • Supplier Enabled Innovation
  • Strategic Partnerships

Industry 4.0 & Technology

Transform Your Supply Chain to Put the Customer First – Considerations in a Digital Era

  • Put yourself in the customer’s shoes – what are their pain points and expectations?
  • How to look at the supply chain from a customer perspective, not just an internal one
  • Talking to your customers directly and not relying solely on internal reports
  • Changing the supply chain to make it digitally compliant

Security & Risk Management

End-to-End Supply Chain Risk Management Approach at HELLA

Jian Huang, Global Head of Corporate Supply Chain Risk Management, HELLA

  • Session abstract TBC

10:40 - 11:30

iSolve & Networking Break

11:30 - 12:05 - Case Studies

Leadership & Workforce Development

Evolution of Sales and Operations Planning – Success and Failure Factors

Maciej Plamieniak, Chief Operating Officer, Cedo

  • From demand and supply planning, through S&OP to IBP (lots of acronyms to start with)
  • KPIs  - be creative and adjust what and how you measure (otherwise “the system” will start to be complacent)
  • How do you link long term financial performance to S&OP (overlays – grey zone)
  • On softer side: audience, team dynamic, “will they get offended”? (yes, they probably will)
  • Decisions. Good or bad, but make a decision!
  • Successes and mistakes to share

Industry 4.0 & Technology

From a Traditional Enterprise to a Modern Enterprise with Tradition

Andreas Gendo, Director Supply Chain Management, Kotányi

  • Digitised paperless manufacturing incl. robotics
  • S&OP process as budgeting and investment decision base
  • Capacity planning, monitoring and flexible safety stock and pre-production management
  • Warehouse efficiency: picking with wearables, changing warehouse structure in full operations, flexible customised WMS
  • International logistics tender management with simulated logistic structures
  • Business intelligence solutions for all departments since 1999

Logistics & Inventory Management

Logistics Subcontracting in The Aeronautics Environment

Lutz Quietmeyer, Head of Transport and Logistics Operations, Airbus

  • Airbus' way of subcontracting logistics and transport
  • The Industry environment
  • Exploring the key elements to create a successful collaboration
  • The overall outlook

12:10 - 12:45 - Solution Spotlights

Logistics & Inventory Management

Optimise Inventory Management to Drive Business Performance

  • On-time and in-full deliveries are the number one supply chain goal according to the Geodis World Wide Survey
  • How to utilise the latest technologies to get inventory in the right place at the right time
  • Influence demand dynamics to the benefit of your inventory

Industry 4.0 & Technology

Building your Network in the Cloud: Assessing the Significant Opportunities the Cloud can Provide for your Supply Chain

  • Building a cloud network can allow for a re-imagination of supply chain management
  • How to optimise complex transportation operations in the cloud
  • Managing multi-faced logistics operations
  • Goal to develop a common language of collected data to create an interconnected network from all stages of the supply chain

12:45 - 13:45

Networking Lunch

13:45 - 14:20 - Case Studies

Leadership & Workforce Development

Supply Chain Collaboration, Transparency, Leadership and Workforce Development Through Control Tower Implementation

Angelo Dalporto, Deputy Vice President Supply Chain UK/Ire + Benelux, Dormakaba

Robert Venn, Supply Chain Coordination Manager, Dormakaba

  • The presentation charts the next step in the supply chain optimisation evolution at Dormakaba UK by showing how the previous strategy of optimisation through employee engagement has now transformed.
  • The presentation will focus on the development and implementation of a supply chain control system designed with the core focus on transparency of performance, structures and systems to collaborate on improvements and ideas, tying in the supply chain engagement methodology of managers and supervisors working as one leadership team, ensuring total visibility on step change and continuous improvement projects, momentum and successes and last but not ensuring workforce engagement and development is front and centre
  • The underlying goal of this project has been to develop this with everyday business tools to give the supply chain teams the confidence to be able to develop the control themselves and protect its long-term adaptability while ensuring they focus on key areas of the business to gain profitable growth in ever increasingly busy businesses and departments

Industry 4.0 & Technology

Logistics and Industry 4.0…Just a start!

Ferry Bakker, Head of Planning & Logistics Laundry & Home Care, Henkel

  • Integrate ‘Industry 4.0’ in your supply chain strategy
  • Automation and drone technology. We have implemented automated warehouse and we are now testing with ‘next level’ automation (e.g. drones)
  • We have started to leverage Big Data: We are building ‘real-time’ dashboards (e.g. service level), leveraging sensorics, track & trace, and big data for supplier risk management
  • Don’t be afraid to start….but be selective!

Collaboration & Transparency

The Necessity for Transparency and Collaboration in a Newly Merged Company to Deliver Results and to Harvest Synergy

Martin Kirk, Vice President Global Supply Chain, Sourcing & Operation Programs, Widex

  • Full session abstract TBC

14:25 - 15:00 - Solution Spotlights

Industry 4.0 & Technology

In What Way can a Comprehensive ERP System can Optimise your Supply Chain Processes?

  • ERP software can create a universal language across all company departments
  • It can provide the calculated results of fluctuations across the entire supply chain in a matter of seconds
  • A comprehensive ERP system can combat inefficiencies and diminish waste, in turn reducing supply chain expenditure

Logistics & Inventory Management

How can Blockchain Address the Ever-Increasing Demand for Track and Trace within the Supply Chain?

  • With the globalisation of supply chain networks and its increased complexity – it’s a growing task to keep track of products from their origin to their final form
  • The implementation of blockchain can provide overall traceability. By assigning your product a unique time stamps from the very beginning of being sourced makes it possible to trace every product back to its raw form
  • Addressing the benefits of a shared ledger in terms of real-time validation

15:00 - 15:50

iSolve & Networking Break

15:50 - 16:25 - Case Studies

Logistics & Inventory Management

Reducing Inventories Together with Delivery Performance – Example Coatings

Karsten Eller, Chief Operating Officer, Beckers Group

  • Industrial coatings are complex systems, but inventories can still be minimised
  • Setting up inventory KPIs and targets is key for improving days of inventory
  • Internal and external benchmarks can be used to compare the performance
  • Demand planning and lean manufacturing allow to do so while improving lead times

Industry 4.0 & Technology

How to Apply Top-Class FMCG Supply Chain Excellence to a Different Industry

Annika Tibbe, Supply Chain Director - Cargill Starches, Sweeteners & Texturizers, Cargill

  • Can you apply supply chain practices from one industry to the other?
  • This session will answer that

Collaboration & Transparency

Infineon Technologies and its Visibility and Collaboration Platform

Peter Dressler, Senior Director of Logistics, Infineon Technologies

  • Home-made or which way to go
  • What do we get
  • What are the obstacles on the way
  • Was it worth the effort

16:30 - 17:05 - Keynote

Industry 4.0 & Technology

3 Pillars to Planning Success: Analytics, Practicality Adoption, and Selling to Management

  • The necessity of supply chain reliability in creating a successful customer experience. Fulfilling customer orders on time, safely and to a consistently high standard.
  • Gaining a clear understanding of what your customers want from their product and working alongside them to achieve those goals.
  • The power of compromise; fulfilling customers’ needs whilst retaining your supply chain success

17:10 - 17:55 - Panel Discussion

Leadership & Workforce Development

Training and Retaining – What is The Future Workforce of the Supply Chain?

  • The advances in technology that are enabling automation means the skills of the past will not deliver the needs of the future
  • As technology and demands evolve so must the workforce
  • Supply chain roles are becoming increasingly higher skilled. How can we achieve the balance between digital competency and the soft skills needed to lead?
  • How to attract and retain the talent of tomorrow to avoid the skills gap

17:55 - 18:00

Chair’s Closing Remarks & End of Day 2

18:00 - 19:00

Evening Drinks Reception

19:00 - 22:30 - Awards Dinner

6th Annual Awards Dinner 2019

 

Join us for the 6th Annual European Manufacturing & Supply Chain Awards Dinner. Attendees will enjoy an unforgettable evening at the 130-year-old Berlin Wintergarten Theatre.

Nominations for the following awards are NOW OPEN:
  •  European Supply Chain Leadership Award 2019
  •  European Supply Chain Rising Star Award 2019              

                     CLICK HERE TO NOMINATE

We have a limited number of tickets left, if you are interested in attending, please contact adrian.forde@markallengroup.com 

Please click here for more information on the Awards.

08:00 - 08:50

Registration & Refreshments

08:50 - 08:55

Chair’s Opening Remarks

08:55 - 09:30 - Keynote

Collaboration & Transparency

Trust Partnerships with your Suppliers through Collaboration and Transparency

Christian Voland, Global Chief Procurement Officer, Bunge

  • Select a cross functional team
  • Select TOP strategic suppliers (5-6)
  • Seek for feedback (voice of suppliers)                                                 
  • Meet suppliers and set-up mutual improvement program
  • Assess suppliers and measure performance
  • Follow-up and recognise best performers

09:35 - 10:10 - Keynote

Leadership & Workforce Development

You Want to Significantly Improve your Supply Chain? Don’t forget the Basics

Olivier Jonard, Warehouse and Logistics Excellence Director , Pandora

  • New technologies as promoted by consulting firms and software editors can make us feel guilty and late when improving our supply chain.
  • APS, IOT, blockchains, drones, 3D printing, big data, and now deep learning and AI… we are bombarded by new approaches.
  • The good news is: no need to stress and no need to request massive investments to your CFO.
  • Making sure the basics of supply chain are properly applied in your company can already deliver substantial savings and service improvement

10:15 - 10:50 - Case Studies

Logistics & Inventory Management

Session Title TBC (thyssenkrupp)

Julia von Massow, Head of Global Inventory Management, Thyssenkrupp

  • Full session abstract TBC

Industry 4.0 & Technology

Supply Chain Risk Management in a Digital World

Yann LeDerf, Senior Director Supply Chain Management, Nypro Healthcare - A Jabil Company

The digitalisation of supply chain is a key factor in improving customer centricity as follows:
  • Real time access and transparency to information across entire supply chain (i.e. inventory, logistic hubs, manufacturing, customer demand patterns)
  • Analytic driven risk scoring and dashboards enabling quick decision making for risk mitigation and action and protect revenue
  • Understanding highest impact supply chain nodes and prioritise where sourcing options, demand and capacity planning can be improved

Collaboration & Transparency

Indicator of the Effectiveness of The Purchase of Travel Services

Platon Gryshchenko, Head of Corporate Transportation Department, Metinvest Holding

  • The increasing complexity of procurement involving different platforms, agencies
  • A variety of directions, tariffs and service providers makes it impossible to directly compare services procured in the interests of different departments
  • Setting the task of evaluating the effectiveness of procurement
  • Focus on the most expensive services: air tickets, hotel services, railway transportation
  • The system of automated analysis of the effectiveness of procurement (using a reference card, the logic of comparing the actual purchase with reference data)
  • Migration of the average cost of the route in the calendar term for the purpose of forecasting / adjusting budgets

10:50 - 11:40

iSolve & Networking Break

11:40 - 12:15 - Case Studies

Security & Risk Management

Beyond Zero Accidents: From Theory to Practice

Dr Urbain Bruyere, Vice President EHS Pharma Supply Chain, GSK

  • Before coming to GSK, Urbain Bruyere spent his career in high-hazard industries. Urbain joined the BP corporate Environment Health and Safety team five months before the 2005 Texas City explosion and was still with the team during the 2010 Deepwater Horizon explosion. In 2015, Urbain joined Anglo American, one of the world’s largest mining companies which was then experiencing 11 fatalities a year.
  • In September 2017, Urbain was recruited by GSK to lead EHS at its 70 manufacturing sites. At that time, the main safety KPI tracked at the executive level was the reportable incidents and illnesses rate, and the organisation was very focused on zero accidents. He was hired to bring high-hazard industry practices and safety differently thinking (human and organisational factors) into pharma.
  • Now, the safety conversations have shifted, and GSK is focused on getting deeper lessons from high-potential severity incidents, improving operational risk management, strengthening accountability for high-severity risks and measuring associated high-severity risk management maturity. GSK targets not only reducing safety accidents but also and primarily increasing safety defences. The focus is to make sure that things go right rather than to prevent things from going wrong.

Industry 4.0 & Technology

How HP is Creating a Digital Enterprise by Leveraging Software Intelligence, Cloud Technology and Process Capabilities into Every Aspect of Business

Phil Boyd, Director of Operations, HP

  • This is to drive new levels of operational efficiency, evolution and innovation to make SC a competitive advantage
  • We started our vision of Digital enterprise 2-3 years back with pre-defined key milestones
  • We made investments in people, process and technology to drive this vision to reality
  • Our focus was to start from automating rules based process (e2e), structured data in 2016 to processing of unstructured data in 2017 using some deep learning techniques
  • In 2018 , we started to look at solving many complex business problems using cognitive tech, machine learning, and AI
  • Continuing to focus on automation, robotics, big data and advanced analytics

Logistics & Inventory Management

Booting Sales through Efficiency: Oberalp's Experience with Drop Shipping

Maurizio Stroppa, Group Director, IT and Logistics, Oberalp

  • A case study focusing on Oberalp's experience with drop shipping; our new way of serving the final customers
  • With this project we have moved from 5 days to 72 hours shipping time directly to our end customers
  • Our performance in serving end customers of our partners for special sales on the WEB.
  • Results: +15% sales

12:20 - 12:55 - Case Studies

Collaboration & Transparency

Setting a Market Driven, Integral Supply Chain Strategy to Drive your Customer Experience

Maarten Cornelissen, Global Supply Chain Leader, Teijin Aramid

  • To execute your company’s strategy
  • Go digital or not!
  • Balancing customer experience versus supply chain optimisation

Industry 4.0 & Technology

Our Supply Chain Digitisation Journey: A SCM Shared Service Center

Simon Ulmann, Regional Head Supply Chain EAME - Flavours, Givaudan

  • Session abstract tbc

Logistics & Inventory Management

Increasing GOVECS Performance with GOVECS Lean Transformation Initiative

Przemek Kasiński, Operations Director, Govecs Group

  • Session abstract TBC

12:55 - 13:55

Networking Lunch

13:55 - 14:30 - Case Studies

Collaboration & Transparency

Collaboration and Transparency – To Create THE Opportunity: A Fashion House Moving the Whole Supply Chain into Plastic Free Model

Angelica Sergi, Director, Supply Chain & Production, Temperley London

  • Supply chain is a network of systems, of organisations, people, information, activities and materials etc.
  • This is nothing but a complex system involving lots of different process chained to each others. If we can influence any of the processes. the whole system varies, right?
  • Collaboration and transparencies can highly support to achieve our goals, can allow us to make the variance.
  • What does transparency mean applied to an actual contest such a niche fashion house? 
  • Does collaboration play a part on your everyday learning?
  • Does this mean we grow? Does this mean our company grows?

Industry 4.0 & Technology

Enabling Your Staff to Make the Most of the Technology – Training and Support Considerations

A key challenge with the rapid growth of advanced technology in supply chains is ensuring the workforce progresses at the same rate. What happens when you have an up-to-date ERP system in place, but your staff are not sufficiently prepared to work with it?
  • Acknowledging the gap in people capability and preparation to use the technology – key pitfalls to watch
  • Training requirements – making sure people get the right resources and trained to get the most they can from the systems
  • Raising understanding of the real information behind the data

Logistics & Inventory Management

Global Supply Chain for Spare Parts in the Maritime Industry

Dr. Reinhard Schiebeler, Chief Transformation Officer & Deputy CEO, Evac Group

  • Evac Group is the leading cleantech solution provider in the maritime industry operating in more than 70 countries of the world
  • We are providing innovative energy-efficient waste and water management systems, as well as corrosion protection system, that reduce the environmental footprint and extend the lifespan of their vessels, buildings and other installations
  • Company has been growing rapidly - organically and through acquisitions and will continue to do so
  • Many companies needed to be integrated and a company-wide supply chain had to be built
  • Most spare parts are today handled through our centres in Espoo/Finland and Miami/USA
  • Spare parts can be ordered from any part of the world and can be shipped within a day

14:35 - 15:10 - Keynote

Collaboration & Transparency

Supply Network Transformation for the Digital Age

Dr.-Ing. Sebastian Gottschalk, Vice President, Supply Chain Strategy and Engineering, Beiersdorf AG

  • Factory and supply network design
  • Investment management
  • Digitalization roadmap

15:10 - 15:45 - Keynote

Leadership & Workforce Development

How to Align Your Supply Chain with Corporate Strategy

  • Identifying which areas of the business are driven by the supply chain
  • Recognising which stakeholders to engage in the process and assign responsibility to
  • Defining and communicating your supply chain strategies to enable segmentation and make trade-offs around cost, speed and service
  • How to link supply chain segments to the business functional capabilities
  • Structuring the supply chain to support and optimise key corporate strategies strategic goals
  • Valuable metrics to utilise

15:45 - 15:55

Chair’s Closing Remarks & End of Summit

16:30 - 19:30

BMW Plant Berlin – Factory Tour

During the exclusive guided tour, two groups of 25 people will be led through the mechanical production, engine assembly and the motorcycle assembly. The tour is approximately two hours long.

 

Please note: There are only 50 places on this factory tour and they will be allocated on a first-come, first-served basis.