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1 Offshore Center Danmark / AC Consult Project POWER Supply Chain Study on the Danish Offshore Wind Industry DOC. NO. 5006RE00DR0 29. august 2005

2 TITEL : Supply Chain Study on the Danish Offshore Wind Industry FORFATTER : Allan S. Christensen, AC Consult Morten Madsen, Offshore Center Danmark SYNOPSIS : Supply chain in a globalized work CHECKET AF : Peter Blach, Offshore Center Danmark GODKENDT AF : Peter Blach, Offshore Center Danmark VERSION : REV. NO. DATO BEMÆRKNING 1 August 2005 DISTRIBUTION : FIRMA INITIALER Project POWER CIRKULATION : FIRMA NAVN / INITIALER This is an unpublished work, the copyright of which vests by Offshore Center Danmark and the consortium participants. All rights reserved. The information contained herein is the property of above parties and is supplied without liability for errors or omissions. No part may be reproduced or used except as authorised by contract or other written permission.

3 Supply Chain Study on the Danish Offshore Wind Industry Supply Chain in a globalized world Final Report A Report conducted in collaboration between Offshore Center Danmark and AC Concult August 2005

4 Content 1. Background The Danish Wind Turbine industry Denmark as one Region Firm Survey, Employees and Revenues Politics and Interest Organizations The Danish Offshore Industry Supply Chain in a globalized world Globalization Politics Firms contact Scenarios Scenario 1 - Denmark Capability Scenario 2 - Denmark Capability Conclusions Numbers The Danish Offshore Wind Turbine Industry and the globalization According Scenario 1 Capability According Scenario 2 Capability Sources Appendix 1. Questionnaire 2. The Wind Turbine Industry in Denmark. Firm Survey in The Wind Turbine Industry in Denmark. Employees and Revenue in Danish Offshore Wind Farms

5 1. Background This supply chain study of the Danish Offshore Wind Turbine industry, are made on request of the project Pushing Offshore Wind Energy Regions (POWER). POWER Pushing Offshore Wind Energy Regions - is a three year European project under the Interreg IIIB North Sea Programme, funded by the European Regional Development Fund (ERDF). POWER unites North Sea regions with an interest in supporting and realizing the economic and technological potentials of offshore wind energy. The project will discuss and assess environmental issues of offshore wind farms, the development of a reliable, economically beneficial and growing regional supply chain for the offshore wind sector, and skills development issues. 24 organizations take part in POWER, with representatives from Germany, UK, Denmark, the Netherlands and Belgium. Transnational co-operation between these regions will create a North Sea competence network for offshore wind energy. The project runs from to This report focuses on the supply chain and economic development in the offshore wind sector from a Danish point of view. Similarly works is (according to Work Packages 2) made by regional organizations in four countries: Germany, the United Kingdom, Denmark and the Netherlands. All of these regions have the ambition and opportunity to benefit economically from the evolving offshore wind energy industry. The study aims to inform on the Danish region on strengths and gaps of the supply chain in the offshore wind industry, to allow developing strategies, how to support the supply chain development. 2. The Danish Wind Turbine industry 2.1 Denmark as one Region The initial approach to the study was to focus on county of Ribe region. However, despite the fact that the majority of Danish oil/gas offshore companies are located in Esbjerg (biggest city in county of Ribe) and despite that the Danish Wind Industry started in Jutland in the late 70's, companies working in the offshore wind sector are scattered throughout the country. The map on next page shows the geographical location of companies working in the wind industry - many of these active in the offshore area. Because these companies are spread though out the country, offshore wind projects in the region have and will undoubtedly feature involvement by companies from all parts of the country. When looking from a supply side, Denmark is considered one big region. POWER / Supply Chain Study Denmark Page 1

6 Figure1. The localization on a number of the Danish Wind Turbine Industry (From Danish Wind Industry Association) 2.2 Firm Survey, Employees and Revenues The effect of the Wind Turbine on the Danish Society is considerable. The Danish Wind Turbine Industry has been steadily growing since its start in the late 70's and today, the Danish Wind Turbine industries still represents the world leadership in the dynamic marked, with Vestas as the largest and most successful of the manufacturing, sales, marketing and maintenance firms. But in fact, a larges number of firms in Denmark are directly connected to the Wind Turbine Industry, and they all makes serious contributions to the Danish and world wide societies and economies. When looking through the databases of firms registrations for 2004, there is found 164 Danish companies registered on the European NACA code : Manufacturing of Wind Turbines and parts for that. The firms registered here consider them self as mainly Wind Turbine manufacturing and service firms (direct employment), but some of them have other business too (indirect employment). These 164 Danish firms in 2004 represents a number of direct employees of total persons, and the firms have an total revenue on Euro. See Appendix 2: The Wind Turbine Industry in Denmark. Firm Survey See Appendix 3: The Wind Turbine Industry in Denmark. Employees and Revenues POWER / Supply Chain Study Denmark Page 2

7 When looking through the lists, the impact in 2004 is seen from: Vestas with 55 Divisions and employees with revenue on million Euros. Siemens with 2 Divisions and 927 employees with revenue on million Euros. LM Glasfiber (Polymer Wings) with 9 Divisions and employees with revenue on million Euros. Wanting a more complete overall view on the Danish Wind Turbine industry on the direct and indirect effect, it is useful to look at the curves, produced from The Danish Wind Industry Association. The Danish Wind Industry Association calculates on the Input/Output tables from Danish Statistics (2003): Directly persons is employed in the Danish Wind Turbine Industry Totally in Denmark about persons is employed in the Danish Wind Turbine Industry Totally World Wide about is employed alone on behalf of the Danish Wind Turbine Industry Figure 2. Direct employment (From Danish Wind Industry Association) Figure 3. Direct and indirect employment (From Danish Wind Industry Association) POWER / Supply Chain Study Denmark Page 3

8 2.3 Politics and Interest Organizations The Danish Wind Turbine Industry early recognized the importance of getting influence on the political and knowledge area of the Danish society. This gave a strong incitement to support necessary Interest Organizations, who could take part in the public discussions and investigations on the area. The work of the Interest Organizations combined with an open attitude toward society from the Wind Industry, gave good results in Governmental and public understandings to the Wind Turbine needs. This resulted in a supporting Governmental practice and a supporting attitude from the Danish population on subsidiary and placing areas for the turbines. Here lays an important reason for the ongoing success for the Danish wind turbine industry: Governmental support and overall support from the Danish population. The interest organizations, which played an important part in the success, were: Energistyrelsen - Danish Energy Authority (www.ens.dk) Vindmølleindustrien - Danish Wind Industry Association (www.windpower.org) Danmarks Vindmølleforening - Danish Wind Turbine Owners Association (www.dkvind.dk) Offshore Center Danmark (www.offshorecenter.dk) 2.4 The Danish Offshore Industry Considering Offshore Wind Turbines, the traditional offshore Oil and Gas industries becomes interesting. These two areas in fact are closely connected, and have a common interest in sharing knowledge and products. But while the offshore wind industry is closely related to the traditional wind industry and its mass production, the oil and gas industry is more single project orientated. This is two different production cultures, and for many years, the two industry areas lived separated and without natural contact. This has changed. Due to the large offshore wind turbine projects, the wind industry looked to the oil and gas industry, and the oil and gas industry saw new and interesting markets. A new and interesting approach between the two industries has become a reality. In this process, the interest organizations have played an important role with their open-minded view on things and traditions. The offshore interest organization Offshore Center Danmark played a considerable role in this process, and has taken the new market area under its wings. The Danish oil and gas manufacturing and service industry has many years of experience on the offshore matters, and this knowledge is available for the wind turbine industry. It is thus relevant with some basic statistics for this industry as an addition to section 2.2. The Danish offshore industry is concentrated in the county of Ribe and in particular the Danish offshore capital Esbjerg. POWER / Supply Chain Study Denmark Page 4

9 A study conducted by Fisheries and Maritime Museum/Center for Maritime and Regional History in provided the following figures about the offshore industry: 93 % of all offshore companies in the county of Ribe (approximately 200) are located in Esbjerg. In the County of Ribe, turnover from offshore activities is estimated to 620 million Euro. A minimum of people are employed within the offshore oil and gas industry in the County of Ribe. 3. Supply Chain in a globalized world 3.1 Globalization The Supply Chain Study for the Offshore Wind Turbine industry in Denmark shows a remarkable impact from the New World Order: Globalization. The globalization means free and cheap exchange between the worlds leading countries of a large numbers of important industry hardware and services. In general, the globalization is depending on a number of important factors, but two areas are to be highlighted: The IT revolution with its easy and safe world wide communication. IT makes it possible to find and communicate to world wide deliveries, and IT supports the necessary world wide networking. Cheap deep sea transports, which makes the whole world an open end exclusive marketplace with free competition. The globalization works in three areas for the Danish Wind Turbine Industry: On import of industry hardware and services. On export of the manufactured offshore wind turbines. On outsourcing manufacturing to other countries. The Danish Wind Turbine Industry has taken the challenges and is working in the world wide economics on buying, selling, outsourcing and manufacturing. This is seen by the Danish Wind Turbine Industries and is one important key to its success. 3.2 Politics The ordinary competition on price and quality is still an important and a leading factor in all offshore Wind Turbine projects. But the impact from the fast and steady going Globalization makes new and important focus areas: politics. It is necessary for the Wind Turbine Industry to deal with local and foreign politics. The politics on subsidies, rules and infrastructure is in fact hard to handle. For instance Politics on subsidies and rules over night can open or close a marked. The industry can not deal with this area alone, and are forced to take Governmental contact serious, for opening markets and harmonizing rules. This again means that the industry is forced to take contact to and join Interest Organizations such as The Danish Wind Industry Association and Danish Wind Turbine Owners Association. This is seen by the Danish Wind Turbine Industries, and is another important key to its success. POWER / Supply Chain Study Denmark Page 5

10 4. Company contact Offshore Center Danmark works among a large number of Offshore Wind Turbine manufacturing and service firms, and the center has become a broad but unconfirmed understanding of the supply chain situation in Denmark. This understanding is supported through a long time contact to the well established knowledge- and interest center Danish Wind Industry Organization. On this background, Offshore Center Denmark pointed out a number of firms, who was contacted during the study. The firms were contacted through letters, telephone and interviews on background of the Questionnaire, appendix 1. A number of firms were interviewed to give their view on the supply chain issue and to discus the present knowledge and impressions that already was in house Offshore Center Danmark. Here are presented some important views and statements from the Offshore Wind Turbine industry and service sector to the supply chain situation in Denmark. Firm Great Wind Turbine producer on total deliveries Remarks on the Supply Chain Issue What region? The world is our supply region. We get the products we want from everywhere. We time to time find shortages of offshore mounting ships for piles and Wind Turbines. Management of the supply deliveries through partnerships can be a gap. Political lobbyism is important. Mounting ships There is no gap or shortages of mounting ships. Several firms offer the deliveries. Political lobbyism - overall and local - is important. Developer/engineering Management of supply deliveries through partnerships is important. This management can be the key to success or failure. Handling of the produced off- and onshore el energy can be a supply gap. No shortages of divers. Political lobbyism is important. Shipping transport and logistics Onshore transport ways (infrastructure) will be a gap on the coming large scale wind mills. This can decide the size of the Wind Turbines. Political lobbyism - overall and local - is important to the transport ways onshore (infrastructure). Trade Unions can be a gap on time schedules and economy. But not at serious gap. POWER / Supply Chain Study Denmark Page 6

11 Offshore sea transport and offshore safety guard shipping Safety education and training programs to offshore employees Producer of polymer wind turbine wings Knowledge Center for Small and Medium seized Firms Wind Turbine Tower deliveries Management of supply deliveries through partnerships is important.. No gap or shortages on standard offshore transport shipping No shortages on safety guard shipping. Employees are easy found for the offshore shipping sector. No gap between demand and supply on training programs. If needed extra courses are made over night. No gap or shortages of glass and polymers for the wing industry We find no problem in adjusting our numbers of employees up or down to the present order book. We have flexible Trade Unions to the benefit for us all. Political lobbyism - overall and local - is important Managing manufacturing outsourcing to other countries is difficult and costly. Resources and time for the project is important. The trend is strategic alliances between buyer and seller of products. Not only prices but also knowledge. A strategic alliance adds - in long term - knowledge and therefore value in cash to the end product. No gap or shortages of the steel deliveries. Prices have risen dramatically over the last years, but it is the same for all manufactures. There are no shortages of steel. We by it everywhere. We se no problems in adjusting our number of employees to the demand of manufacturing. Typically Danish. Offshore Cables deliveries There is no gap or shortages of offshore sea cables. Cables are delivered from factories all over the world from several firms. The cable firms might help each other, if deliveries go wrong. Knowledge on offshore sea cables are an important competition factor beside the cable hardware. 5. Scenarios The supply chain study works with two scenarios, to take account of the difference between the existing supply chain for smaller turbines in more shallow waters and the required future supply chain for large scale deep water offshore wind farms. The two scenarios are defined here. 5.1 Scenario 1 - Denmark Capability Scenario 1 is defined as: Up to 3.9 MW turbines in up to 25 meter water depth, with well known and used techniques with regard to turbine size and foundation type (monopile and gravity). POWER / Supply Chain Study Denmark Page 7

12 In this scenario, there is due to the ongoing globalization, no gaps in the supply chain to the manufacturing and service industry from a Danish point of view. The manufacturing industry gets what is needed on the international marketplace. This is due to three main reasons: The IT revolution with easy and safe world wide communication. IT makes it possible to find and communicate to world wide deliveries, and IT supports the necessary world wide networking. Cheap deep sea transport makes world wide manufacturing deliveries possible without making the competition impossible. The world is an open end exclusive marketplace. Relative flexible Trade Unions make the Wind Turbine Industry capable on matching the ever going and fast changes in the supply and demand of employees. The supply and demand of employee are relative easy balanced to the in- and outcoming orders. There is no need of employees to the manufacturing industry because of this flexibility. The problems - or supply gap - are found to lie in the political area: How is the subsidiary situation - is a marketplace opening or closing? How are the laws on environment, health and safety? 5.2 Scenario 2 - Denmark Capability Scenario 2 is defined as: Over 4 MW turbines, in more than 25 m water depth. Will cover the planned larger farms in deep waters, where tripod or other types of foundation are necessary, and installation gear may be different from scenario 1 due to increased size and weight. Again there are not foreseen gaps in the supply chain to the manufacturing and service industry from a Danish point of view, due to the same reasons as in scenario 1 (IT revolution, the cheap sea transports and relative flexible Trade Unions). The manufacturing industry foresees to gets what is needed on the international marketplace. Again the problems - or supply gap - lie in the political area: How is the subsidiary situation - is a marketplace opening or closing? How are the laws on environment, health and safety? But the situation gets more complicated on two areas, due to the size of the next generation of Wind Turbines: The infrastructure - roads, vans, shipping - set s limits to the size on Wind Turbines. These problems can only be solved by local politicians and Governments. Outsourcing of manufacturing and services to other countries becomes more and more necessary, as it may be the only way to handle the infrastructural problems. It is hard work, which demands the necessary resources and knowledge from start. This problem has to be handled. And the industry can not do it by its own. Again the political area becomes important, with good contact to the Governmental institutions and solid interest organizations. POWER / Supply Chain Study Denmark Page 8

13 6. Conclusions 6.1 Numbers In 2004, over employees in the Danish Wind Turbine Industry, manufactured and installed up to 44,8% of the total MW installed wind effect world wide (Source: The Danish Wind Industry Association and BTM Consult). 164 Danish firms in 2004 represented a registered number of direct and indirect employees on total persons and total revenue on Euro. Details can be seen in appendix 2 and 3. (Source: KOB) 6.2 The Danish Offshore Wind Turbine Industry and the globalization The Supply Chain Study for the Offshore Wind Turbine industry in Denmark shows a remarkable impact from the New World Order: Globalization. The globalization means free and cheap exchange between the worlds leading countries of a large numbers of important industry hardware and services. In general, the globalization is depending on a number of important factors, but two areas are to be highlighted: The IT revolution with its easy and safe world wide communication. IT makes it possible to find and communicate to world wide deliveries, and IT supports the necessary world wide networking. Cheap deep sea transports, which makes the whole world an open end exclusive marketplace with free competition. The globalization works in three areas for the Danish Wind Turbine Industry: On import of industry hardware and services. On export of the manufactured offshore wind turbines. On outsourcing manufacturing to other countries. 6.3 According Scenario 1 Capability The Supply Chain Study on Denmark on the short time run in Scenario 1, leads to the following conclusions. There are no supply gaps on deliveries to the manufacturing industries on the following areas: steel, polymers, cables, hydraulics, mounting, diving, engineering advisers and so on. The whole world is a marked place, where the necessary deliveries are found. Cheap deep sea transport makes world wide manufacturing deliveries possible without making the competition impossible. The world is an open end exclusive marketplace. Relative flexible Trade Unions make the Wind Turbine Industry capable on matching the ever going and fast changes in the supply and demand of employees. The supply and demand of employee are relative easy balanced to the in- and outcoming orders. There is no lack of employees to the manufacturing industry because of this flexibility. POWER / Supply Chain Study Denmark Page 9

14 There is no lack of middle- and high educated people in the wind turbine manufacturing and service industry. The Danish education system relative easy changes profile and focus in according to the changing demands on the area. It is important for the Wind Turbine Industry to deal with local and foreign politics. The politics on subsidies, rules and infrastructure is in fact hard to handle. The industry can not deal with this area alone, and are forced to take Governmental contact serious, for opening markets and harmonizing rules. It is important with a solid and trustworthy network between industries inside and outside Denmark. It is important, with a close contact between the Wind Turbine and the Oil/Gas Industries. The importance of this contact can not be underestimated, and in Denmark a new and interesting approach between the two industries has become a reality. 6.4 According Scenario 2 Capability The Supply Chain Study on Denmark on the long time run in Scenario 2, leads to the following conclusions. No supply gaps are foreseen on deliveries to the manufacturing industries on the following areas: steel, polymers, cables, hydraulics, mounting, diving, engineering advisers and so on. The whole world is a marked place, where the necessary deliveries are found. It is necessary for the Wind Turbine Industry to deal harder with local and foreign politics. The politics on subsidies, laws and infrastructure becomes more and more important with the growing size of the wind turbines. In fact politics this hardest supply gap to handle. Handling of the produced electricity from offshore Wind Turbines in according to overrun, frequency stability and energy storing difficult, and in fact a hard supply gap. If these problem areas is not handed carefully, it makes establishing Wind Turbine Parks difficult. Again a gap in the Political area. It is important, with a still closer contact between the Wind Turbine and the Oil/Gas Industries. The importance of this contact will grow with the size of the Wind Turbines and the Wind Turbines Parks, and can not be underestimated. When outsourcing manufacturing or services to other countries, it is hard work, which demands the necessary resources and knowledge from start. Do not underestimate the resources needed for outsourcing. POWER / Supply Chain Study Denmark Page 10

15 7. Sources 1. Energistyrelsen - Danish Energy Authority (www.ens.dk) 2. Vindmølleindustrien - Danish Wind Industry Association (www.windpower.org) 3. Danmarks Vindmølleforening - Danish Wind Turbine Owners Association (www.dkvind.dk) 4. Købmandsstandens Oplysnings Bureau, KOB (www.kob.dk) 5. BTM Consult (www.btm.dk) 6. Offshore Center Danmark (www.offshorecenter.dk) 7. Firms Web POWER / Supply Chain Study Denmark Page 11

16 Appendix 1 Questionnaire POWER / Supply Chain Study Denmark Page 12

17 Offshore Wind Supply Chain Study Region Denmark Questionnaire Interview Number: Date: Name: Company: Job Title: Address: Telephone: Company Profile 1) What products and services do your company offer? To what markets? 2) Do you have any experience of working within the offshore wind sector? Plans for? 3) Which sector is currently the major contributor to your company s turnover? What proportion (%) of your turnover is derived from; i. Offshore wind / Energy (others?) ii. Work carried out within Jutland region / DK iii. Clients within Jutland region / DK 4) How has this changed over the past 5 years? How do you expect it to develop in the future (with particular reference to offshore wind)? Potential growth areas (technical & geographic) POWER / Supply Chain Study Denmark Page 13

18 5) Who are your main clients (top 3)? Suppliers (top 3)? (Relationships maintained?) Clients Suppliers ) What offshore wind/energy/offshore specific facilities/technologies do you operate? Please indicate in supply chain table below. Development Construction (Production, assembly and installation) Operation Planning Development Financing Insurance Foundation Tower building Machine and plant engineering and construction (gear unit) Reinforced plastics, polymer plastics technology (rotor, nacelle) Electrical engineering (generator, cabel) Assembling and logistics Maritime construction and services Service, maintenance and repairs 7) How many people do you employ on offshore / offshore wind related work (% workforce)? What skills set do these employees have? (Full time job equivalents?) 8) Are you currently, or planning on, conducting any R&D in offshore wind related industries? (value?) Company Offshore Wind Experience (if yes to Q.2) 9) What has been the nature of your work within the offshore wind sector? What was the specific role your company performed and what services were provided? Which projects? POWER / Supply Chain Study Denmark Page 14

19 10) Who were your clients? Suppliers? Where are/were they located? Clients Suppliers ) Under what contract strategy were your projects completed? (Conditions for service etc..) 11b) How was the contract obtained? Company network? public tender? 12) What was the approximate value of these contracts? How many people were employed within their completion? (Kr. and jobs if possible) 13) What level (%) of regional content was maintained throughout the contract s execution? 14) How do you perceive the offshore wind sector as a future market for your company? (In DK and abroad) Company Offshore Wind Capability (if no to Q.2) 15) How do you perceive the offshore wind sector as a potential future market for your company? (In DK and abroad) 16) Which aspect of the industry is most appealing (development, construction &/or operations)? What would be the nature and scale of your activities? 17) What progress have you made to date? How do you intend to further progress this interest? (Status, timeline & realism of intention to diversify?) 18) What experience do you have working within related industries (i.e. offshore oil & gas, marine, renewables, etc) Areas of Concern 19) Have you experienced any problems working / attempting to work within the offshore wind sector? What? What problems do you anticipate in the future? 20) What lessons have you learnt from your experiences within the sector? POWER / Supply Chain Study Denmark Page 15

20 21) What do you believe to be the strengths and weaknesses of the regional supply chain to the offshore wind sector? (Gaps?). Please indicate in supply chain table below. Development Construction (Production, assembly and installation) Operation Planning Development Financing Insurance Foundation Tower building Machine and plant engineering and construction (gear unit) Reinforced plastics, polymer plastics technology (rotor, nacelle) Electrical engineering (generator, cabel) Assembling and logistics Maritime construction and services Service, maintenance and repairs 22) What specific pinch points to offshore wind related activity do you believe there to be within the region? How would you rank them in order of significance? Business support Construction Development Contractual strategies Equipment/Technologies Infrastructure Logistics Operation Space Supply Chain Training/Skills Other (define) 23) Do you believe there to be any barriers to entry into the offshore wind sector? What? Scenario 2 For this Supply Chain Analysis two different scenarios have been defined: - Scenario 1: Up to 3.9 MW turbines, up to 25 m water depth. This scenario will cover all already realised offshore wind farms, and some of the planned ones. It will assess supply chains of already known and used techniques - both with regard to turbine size and foundation type (monopile and gravity). POWER / Supply Chain Study Denmark Page 16

21 - Scenario 2: > 4 MW turbines, more than 25 m water depth. Will cover the planned larger farms in deep waters, where tripod or other types of foundation are necessary, and installation gear may be different from scenario 1 due to increased size and weight. 24) How do you see the offshore wind sector developing within the region and beyond (growing, flat, declining?)? What do you believe will be the impact of Scenario 2 type developments? 25) What do you see as the principal challenges for the supply chain of Scenario 2 type developments? And the opportunities? How would you rank each in order of importance? Business support Construction Development Equipment/Technologies Infrastructure Logistics Operation Space Supply chain Training/Skills Others 26) Do you believe the supply chain currently in place within the Jutland region is equipped to realise such opportunities? Why? 27) Do you think the Jutland region content will increase within scenario 2 type developments relative to current activity? What level of regional content do you think is realistic within such developments? Future Development 28) If you were asked to submit a wish list for the nature and means of business support for your company how would it read? And for the supply chain as a whole? 29) How do you perceive the role of business support agencies within this process (pivotal, significant, insignificant)? How successful have they been to date? 30) What would be the impact of not providing the required support to the sector? 31) Are there any other areas for research that are underway that may be relevant? Any that you would suggest to be necessary? POWER / Supply Chain Study Denmark Page 17

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