How to become truly demand driven based on accurate customer orders rather than inaccurate forecasts
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The document outlines a comprehensive approach to becoming demand-driven in supply chain management, emphasizing the importance of accurate customer orders over unreliable forecasts. It introduces the Demand Driven Adaptive System (DDAS) and various operational models such as Demand Driven Sales and Operations Planning (DDS&OP) aimed at improving flow, cash velocity, and overall profitability while minimizing inventory and lead times. The discussion includes the implementation of key parameters and strategic decision-making processes necessary to align operational capabilities with market demands across different time frames.
How to become truly demand driven based on accurate customer orders rather than inaccurate forecasts
- 1. How to Become Truly Demand Driven Using Accurate Customer Orders … …rather then Inaccurate Forecasts Ken Titmuss, CFPIM, CSCP, SCOR-P, CPF, PLS, CDDP, CS&OP, CSCA, CDDL
- 2. Agenda • The SA Demand Driven Journey • Trouble with Traditional Planning • Flow as the 1st Law Manufacturing/SCM • Demand Driven Adaptive System (DDAS) • Demand Driven S&OP (DDS&OP) • Demand Driven Operating Model (DDOM) • Demand Driven Certification Programs • Conclusions
- 3. SA’s Demand Driven Journey • 5 years ago DDMRP Introduced to APICS • 2 years ago Carol Ptak comes to SAPICS • Carol runs first CDDP course • 1 year ago Chad Smith comes to SAPICS • 5 months ago Carol runs first CDDL in SA • Now DDAS introduced to SAPICS
- 4. 4 First Law of Manufacturing / SCM All benefits will be directly related to the speed of FLOW of materials and information. Materials Information Caveat: Both Materials and Information must be RELEVANT George W. Plossl
- 5. 5 The Demand Driven Adaptive System Pyramid FLOW Position, Protect & Pull Cash Flow Sales Orders Lower Inventory High Service Fundamental Principal New Operating Model New Operational Considerations Bottom Line Benefits Without Tradeoffs Fewer Expedites Buffer Status ROI
- 6. 6 Today’s Reality – The Bullwhip Effect Bull-Whip Effect: “An extreme change in the supply position upstream in a supply chain generated by a small change in demand downstream in the supply chain. Inventory can quickly move from being backordered to being excess. This is caused by the serial nature of communicating orders up the chain with the inherent transportation delays of moving product down the chain.” (APICS Dictionary, 12th Edition) The more parts – the worse the effect! OEMFoundry Component Sub- Assembler Distortions to relevant information Distortions to relevant materials
- 7. 7 DISTORTIONS TO RELEVANT INFORMATION DISTORTIONS TO RELEVANT MATERIALS Weekly buckets are used BOMs are flattened Material is not ready at needed time MRP treats everything as dependent Adjustments must occur as actual demand becomes known MRP is loaded with forecasts Signals with known error are used Latent signals are used Oversimplified signals are used Changing and conflicting signals Nervousness MRP Plans (timing and quantity requirements) are built using all dependencies Delays accumulate WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? WHY? Cumulative Manufacturing and Procurement Times are much longer than customer tolerance times WHY? WHY? WHY? Supply continuity variability transference occurs between nodes in dependent networks WHY?
- 8. 8 The Demand Driven Operating Model Formula ∆Flow → ∆Cash Velocity → ∆ Net Profit Investment ( ) → ∆ROI Plossl’s First Law of Manufacturing and the Demand Driven Model Flow is the rate at which a system converts material to product required by a customer. Cash velocity is the rate of net cash generation; sales dollars minus truly variable costs (aka contribution margin) minus period operating expense. Net profit/investment the equation for ROI What are we Missing?
- 9. 9 The Demand Driven Adaptive System Formula ∆Flow → ∆Cash Velocity → ∆ Net Profit Investment ( ) → ∆ROI Plossl’s First Law of Manufacturing and the Demand Driven ModelCore Conflict Area ∆Visibility → ∆Variability → Flow is the rate at which a system converts material to product required by a customer. Cash velocity is the rate of net cash generation; sales revenue minus truly variable costs (aka contribution margin) minus period operating expense. Net profit/investment the equation for ROI Visibility is defined as relevant information for decision making. Variability is defined as the summation of the differences between our plan and what happens. Visibility
- 10. 10 New Demand Supply Financial Product Where have most companies focused planning?
- 11. 11 What area has the most change? New Demand Supply Financial Product
- 12. 12 Demand Driven Adaptive System • A Demand Driven Adaptive System is a management … • … and operational system designed for … • … complex and volatile manufacturers and supply chains. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 13. 13 Demand Driven Adaptive System • A Demand Driven Adaptive System uses a … • … constant system of feedback that … • … connects the business strategy to the settings and … • … the performance of a Demand Driven Operating Model … • … through a Demand Driven Sales and Operations Planning Process (DDS&OP). All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 14. 14 Demand Driven Adaptive System • A Demand Driven Adaptive System focuses on … • … the protection and promotion of the flow … • … of relevant information and materials … • … in both the strategic (annual, quarterly and monthly) … • … and tactical (hourly, daily and weekly) relevant ranges … • … of decision making in order to optimize return on equity performance as change occurs. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 15. 15 Strategic Planning (market intelligence, business objectives, strategic decisions) Business Plan (financial expectations) Demand Driven Adaptive System Schema Demand Driven Operating Model (DDMRP, DDDRP, Demand Driven Scheduling & Execution) Actual orders Plan Parameters Strategic Direction Model and part parameters Demand Driven Variance Analysis Demand Driven Model Projections Strategic Options & Recommendations DDS&OP Strategic Relevant Range (Annually, Quarterly, Monthly) Strategic Business Management Tactical Relevant Range (Hourly, Daily, Weekly) Tactical Flow Management Model Parameter Management Control, Measure, Adapt & Project
- 16. 16 Strategic Planning (market intelligence, business objectives, strategic decisions) Business Plan (financial expectations) Demand Driven Adaptive System Schema Demand Driven Operating Model (DDMRP, DDDRP, Demand Driven Scheduling & Execution) Actual orders Model and part parameters • Working Capital Projections • Lead Time Projections • Capacity Projections • Volume Opportunity Identification Demand Driven Model Projections Demand Driven Variance Analysis • Model Stability • Model Reliability • Model Velocity/Speed Strategic Options & Recommendations • Identify and prioritize lost ROI opportunities • Spend minimization to capture the market opportunity • Maximize system return according to relevant model factors (volume and rate) Plan Parameters Strategic Direction • Buffer Profiles (stock, time, capacity) • Profile Assignment • Part Planning Properties • Part & Resource Scheduling Properties • Resource Assignment Strategic Business ManagementTactical Flow Management Tactical Relevant Range (Hourly, Daily, Weekly) Strategic Relevant Range (Annually, Quarterly, Monthly)DDS&OP
- 17. 17All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Dick Ling Andy Coldrick
- 18. 18 Left to Right Traditional S&OP Senior Management Business Review 6 New Product Planning 1 Demand Planning 2 Supply Planning 3 Integrated Reconciliation of Business Plans 5 Financial Planning 4
- 19. 19 2. Integrated Reconciliation Right to Left Ling Coldrick Model Senior Management Business Review 1 3. Managing the portfolio and New Activities 4. Managing Demand 5. Managing Supply 4
- 20. 20 Demand Driven S&OP • DDS&OP is a bi-directional integration point … • … in a Demand Driven Adaptive System … • … between the strategic (annual, quarterly and monthly) and ….. • … tactical (hourly, daily and weekly) relevant ranges of decision making. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 21. 21 Demand Driven S&OP • DDS&OP sets key parameters of a Demand Driven Operating Model … • … based on business strategy, market intelligence and key business objectives (strategic information and requirements). • DDS&OP also projects the model performance based on the strategic information and requirements and various model settings. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 22. 22 Demand Driven S&OP • Additionally, DDS&OP uses variance analysis based on past model performance (reliability, stability and velocity) … • … to adapt the key parameters of a Demand Driven Operating Model and/or … • … recommend strategic alterations to the model and • … project their respective impact on the business. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 23. 23 PORTFOLIO MODEL AND PART PARAMETERS DEMAND NEW ACTIVITIES Demand Driven S&OP Schema CAPABILITIES Plan Parameters PERFORMANCE TARGETS • Buffer Profiles (stock, time, capacity) • Profile Assignment • Part Planning Properties • Part & Resource Scheduling Properties • Resource Assignment Control,Measure,Adapt&Project ModelParameterManagement Demand Driven Operating Model Demand Driven Variance Analysis Demand Driven Model Projections
- 25. 25 Capacity Load Impact Working Capital Impact Space Impact Projected ADU All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA Demand Driven Model Projections PORTFOLIO MODEL AND PART PARAMETERS DEMAND NEW ACTIVITIES CAPABILITIES Plan Parameters PERFORMANCE TARGETS Projected Capabilities Projecting Demand Driven Operating Model Performance
- 26. 26 Example • This company makes four products. • They have forecasted ADU at the SKU level 6 months from now. All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA Part # Current ADU Projected ADU (6 mos) Lead Time Desired Order Cycle MOQ Variability XYZ 100 150 5 (low – 75%) 3 500 Medium (50%) ZYX 50 75 7 (medium – 50%) 3 250 Medium (50%) ABG 25 10 5 (low – 75%) 3 250 Low (25%) GJK 20 200 5 (low – 75%) 3 250 High (70%)
- 27. 27All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA XYZ (now) XYZ (projected) Green 500 563 Yellow 500 750 Red 563 845 Average OH 813 1126.5 0 500 1000 1500 2000 2500 Projected Change to XYZ Red Yellow Green Average OH ZYX (now) ZYX (projected) Green 250 263 Yellow 350 525 Red 263 395 Average OH 388 526.5 0 200 400 600 800 1000 1200 1400 Projected Change to ZYX Red Yellow Green Average OH ABG (now) ABG (projected) Green 250 250 Yellow 125 50 Red 118 48 Average OH 243 173 0 100 200 300 400 500 600 Projected Change to ABG Red Yellow Green Average OH GJK (now) GJK (projected) Green 250 750 Yellow 100 1000 Red 128 1275 Average OH 253 1650 0 500 1000 1500 2000 2500 3000 3500 Projected Change to GJK Red Yellow Green Average OH
- 28. 28 Working Capital Converting targeted on-hand inventory to capital required. Part # Dollars per units Current Target Inventory Level Targeted working capital in inventory Projected Target Inventory Level Projected working capital in inventory XYZ $100 813 $81,300 1127 $112,700 ZYX $90 388 $34,920 527 $47,430 ABG $80 243 $19,440 173 $13,840 GJK $50 253 $12,650 1650 $82,500 Total $148,310 Total $256,470 All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA $0 $20 000 $40 000 $60 000 $80 000 $100 000 $120 000 XYZ ZYX ABG GJK Average OH Inventory Dollars Current OH Target Projected OH Target
- 29. 29 Projecting Capacity Load Establish an average daily load on a critical resource (ADUs x capacity units/SKU) Critical Resource: Lathes Lathes available = 5 Minutes available per lathe per day = 1200 (6,000 total per day) Part # Minutes/unit on lathe Current ADU Current Average Daily Load Projected ADU Projected Average Daily Load XYZ 30 100 3000 minutes 150 4500 minutes ZYX 25 50 1250 minutes 75 1875 minutes ABG 20 25 500 minutes 10 200 minutes GJK 10 20 200 minutes 200 2000 minutes Total 4950 minutes Total 8575 minutes All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 Current Load Projected Load XYZ ZYX ABG GJK
- 30. 30 Critical Success Factors 1. Leadership 2. Education 3. Map the DDS&OP process 4. Learn by doing 5. “Roughly right” 6. Select marketing families 7. Identify new activities 8. Financial integration 9. Collaboration 10.Make better decisions 11.Critique the process 12.Strategy driven 13.Business planning 14.Advisor/Coach 15.Software support
- 31. 31 DDS&OP compare/contrast • DDS&OP – Aligns strategy to capability – Employs a dynamic demand driven operating model – Has a bi-directional effect on strategy – Direction is coming from roughly right through relevant ranges • Compared to other S&OP models – APICS – supply focused rather than demand focused – Ollie Wight – common plan rather than flexible capability – Gartner – trade-offs rather than flexible capability – Sales and Ops planning institute – one way linkage to operation. Disaggregate strategy to operations only. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 32. 32 Strategic Planning (market intelligence, business objectives, strategic decisions) Business Plan (financial expectations) Demand Driven Adaptive System Schema Demand Driven Operating Model (DDMRP, DDDRP, Demand Driven Scheduling & Execution) Actual orders Plan Parameters Strategic Direction Model and part parameters Demand Driven Variance Analysis Demand Driven Model Projections Strategic Options & Recommendations DDS&OP Strategic Relevant Range (Annually, Quarterly, Monthly) Strategic Business Management Tactical Relevant Range (Hourly, Daily, Weekly) Tactical Flow Management Model Parameter Management Control, Measure, Adapt & Project
- 33. 33 Demand Driven Operating Model • A Demand Driven Operating Model is a … • … supply order generation, … • … operational scheduling and … • … execution model. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 34. 34 Demand Driven Operating Model • It utilizes actual demand in combination with … • … strategic decoupling and control points and … • … stock, time and capacity buffers in order … • … to create a predictable and agile system … • … that promotes and protects the flow of relevant … • … information and materials within … • … the tactical relevant operational range (hourly, daily and weekly). All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 35. 35 Demand Driven Operating Model • A Demand Driven Operating Model’s key parameters are … • … set through the Demand Driven Sales and Operations Planning process … • … to meet the stated business and market objectives … • … while minimizing working capital and … • … expedite related expenses. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 36. 36 The Demand Driven Operating Model MODEL AND PART PARAMETERS Demand Driven MRP Demand Driven Capacity Scheduling Demand Driven Execution Actual Demand
- 37. 37 Demand Driven Operating Model MODEL AND PART PARAMETERS Demand Driven MRP Demand Driven Capacity Scheduling Demand Driven Execution Supply Orders (PO, MO, STO) with Net Flow Priority • Part Buffer Profiles (time and capacity) • Part Profile Assignment • Part & Resource Scheduling Properties • Resource Assignment Work Order Releases Demand Driven Variance Analysis • Model Stability • Model Reliability • Model Velocity/Speed Sales Orders • Part Buffer Profiles (stock) • Part Profile Assignment • Part Planning Properties Promise Dates
- 38. 38 PORTFOLIO MODEL AND PART PARAMETERS DEMAND NEW ACTIVITIES Demand Driven S&OP Schema CAPABILITIES Plan Parameters PERFORMANCE TARGETS Control,Measure,Adapt&Project ModelParameterManagement Demand Driven Operating Model Demand Driven Variance Analysis Demand Driven Model Projections
- 39. 39 DDS&OP output to the Demand Driven Operating Model = “Master Settings” All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Leader (CDDL) is a trademark of the ISCEA MODEL AND PART PARAMETERS Demand Driven MRP Demand Driven Capacity Scheduling Demand Driven Execution Supply Orders (PO, MO, STO) with Net Flow Priority • Part Buffer Profiles (time and capacity) • Part Profile Assignment • Part & Resource Scheduling Properties • Resource Assignment Work Order Releases Sales Orders • Part Buffer Profiles (stock) • Part Profile Assignment • Part Planning Properties Promise Dates
- 40. 40 DDMRP “Master Settings” Schema External Orders for Components (Sales Orders) Planned Adjustment Factors Part Demand Data Inventory Record File DDMRP (Supply Order Generation and Execution Alerts) Product Structure file Demand Driven Execution Buffer Profiles All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Leader (CDDL) is a trademark of the ISCEA Part ADU Model and Part Parameter Management (Part of Demand Driven S&OP) Part Profile Assignment Demand Driven Capacity Scheduling
- 41. 41 Explaining Each Component All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Leader (CDDL) is a trademark of the ISCEA Buffer Profiles Planned Adjustment Factors Part ADU Part Profile Assignment The groupings and settings for replenished parts (part type, variability and lead time) The adjustment factors to be applied to ADU to parts or groups of parts The average rate of use for each replenished part (past, forward or blended) The assignment of each replenished part to particular buffer profile
- 42. 42 Demand Driven Scheduling “Master Settings” Schema Manufacturing Orders with request dates (from DDMRP) Resource Assignment Resource Management Demand Driven Scheduling Time Buffer Profiles All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Leader (CDDL) is a trademark of the ISCEA Model and Part Parameter Management (Part of Demand Driven S&OP) Time Buffer Profile Assignment Part Management Resource Properties Part Properties
- 43. 43 Explaining Each Component All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Leader (CDDL) is a trademark of the ISCEA Time Buffer Profiles Resource Assignment Resource Management Resource Properties The time buffer groupings and settings for scheduled parts The assignment of a resource to a resource type (control point, resource, buffered resource) Applicable scheduling properties for each resource (calendar, shifts, operators, etc.) Part Management Time Buffer Profile Assignment Part Properties Applicable scheduling properties for each part (routings and run rates) Applicable scheduling properties for each part (routings and run rates)
- 44. 44 PORTFOLIO MODEL AND PART PARAMETERS DEMAND NEW ACTIVITIES Demand Driven S&OP Schema CAPABILITIES Plan Parameters PERFORMANCE TARGETS Control,Measure,Adapt&Project ModelParameterManagement Demand Driven Operating Model Demand Driven Variance Analysis Demand Driven Model Projections
- 45. 45 Focusing on Outliers All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA Dark RedDark Red 0 Optimal Range Warning YR Warning Y R Too Little Too Much Optimal Warning (High) Warning (Low) Extreme High Extreme Low Too Much Too Little
- 46. 46 Capacity Load Impact Working Capital Impact Space Impact Projected ADU Demand Driven Model Projections PORTFOLIO MODEL AND PART PARAMETERS DEMAND NEW ACTIVITIES CAPABILITIES Plan Parameters PERFORMANCE TARGETS Projected Capabilities Projecting Demand Driven Operating Model Performance Demand Driven Operating Model Demand Driven Variance Analysis
- 47. 47All material and content © copyright 2015 Demand Driven Institute. All rights reserved. Certified Demand Driven Planner (CDDP) is a trademark of the ISCEA XYZ (now) XYZ (projected) Green 500 563 Yellow 500 750 Red 563 845 Average OH 813 1126.5 0 500 1000 1500 2000 2500 Projected Change to XYZ Red Yellow Green Average OH ZYX (now) ZYX (projected) Green 250 263 Yellow 350 525 Red 263 395 Average OH 388 526.5 0 200 400 600 800 1000 1200 1400 Projected Change to ZYX Red Yellow Green Average OH ABG (now) ABG (projected) Green 250 250 Yellow 125 50 Red 118 48 Average OH 243 173 0 100 200 300 400 500 600 Projected Change to ABG Red Yellow Green Average OH GJK (now) GJK (projected) Green 250 750 Yellow 100 1000 Red 128 1275 Average OH 253 1650 0 500 1000 1500 2000 2500 3000 3500 Projected Change to GJK Red Yellow Green Average OH
- 48. 48 Strategic Planning (market intelligence, business objectives, strategic decisions) Business Plan (financial expectations) Demand Driven Adaptive System Schema Demand Driven Operating Model (DDMRP, DDDRP, Demand Driven Scheduling & Execution) Actual orders Plan Parameters Strategic Direction Model and part parameters Demand Driven Variance Analysis Demand Driven Model Projections Strategic Options & Recommendations DDS&OP Strategic Relevant Range (Annually, Quarterly, Monthly) Strategic Business Management Tactical Relevant Range (Hourly, Daily, Weekly) Tactical Flow Management Model Parameter Management Control, Measure, Adapt & Project
- 49. 49 CDDL and CDDL Positions in the DDOM Schema MODEL AND PART PARAMETERS Demand Driven MRP Demand Driven Capacity Scheduling Demand Driven Execution Sales Orders
- 50. 50 Certified Demand Driven Planner (CDDP) All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 51. 51 Certified Demand Driven Planner (CDDP) • The purpose of the CDDP Program is to … • … educate operations and supply chain personnel … • … on the methods and applications of … • … Demand Driven Material Requirements Planning (DDMRP). All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 52. 52 CDDP Agenda • Module 1: MRP in the Modern World – the materials challenge in the 21st Century • Module 2: Demand Driven Material Requirements Planning Introduction • Module 3: Strategic Inventory Positioning • Module 4: Distribution Network Positioning • Module 5: Buffer Profile and Level Determination All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 53. 53 CDDP Agenda • Module 6: Dynamic Buffers • Module 7: Demand Driven Planning – Stocked Parts • Module 8: Highly Visible and Collaborative Execution • Module 9: DDMRP and Master Scheduling • Module 10: DDMRP Performance Reporting and Analytics All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 54. 54 Certified Demand Driven Leader (CDDL) All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 55. 55 Certified Demand Driven Leader (CDDL) • The Certified Demand Driven Leader (CDDL) Program equips … • … senior and mid-level operations and supply chain managers … • … with the ability to design, implement and sustain … • … a Demand Driven supply chain. • The program spans Planning, Operations, Distribution and Finance. All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 56. 56 CDDL Agenda • Module 1: The Need for Change • Module 2: An Overview of Designing and Operating for Flow • Module 3: Demand Driven Material Requirements Planning • Module 4: Demand Driven Scheduling and Shop Floor Execution All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 57. 57 CDDL Agenda • Module 5: Tactical Smart Metrics for Operations • Module 6: Demand Driven Sales and Operations Planning • Module 7: Demand Driven Strategic Control, Measurement and Adaptation All material and content © copyright 2015 Demand Driven Institute. All rights reserved.
- 58. Conclusion • No doubt that DDMRP and DDAS are bringing huge benefits to many companies, in many different industries, globally. • Destined to quickly replace 50 year old techniques as companies ‘see-the-light’.
- 59. Conclusion • Make sure you are not last to adopt this methodology, just to keep up with your competitors. • Start your Demand Driven journey now, attend a CDDP / CDDL course.
- 60. Warning ……. “Make sure your Competitor doesn’t get hold of this before you do!”
- 61. We are here to help you win the battle, find out more ……. • Contact us at PSQ:- • Ken Titmuss • 083-700-4354 • ktitmuss@mweb.co.za • Or, visit our Demand Driven Tech stand, join in the DDMRP simulation with a chance to win the flat screen TV at our Tech Talk at 14H45 Tuesday afternoon – Hawk Room