1. Introduction 1.1 Introduction As a company, we have chosen Vestas. We perceive Vestas as having a major role in future energy development, and also being a leading star in the manufacture of parts and the supply of knowledge in what we believe to be a future energy crisis. Vestas is a Danish company, with it’s founding roots being set up in 1898 by blacksmith Hand Smith Hansen in a small Danish town on the west coast called Lem. After the second world war, the company faced an increasing demand for new technology, and the production of kitchen weights and mixers kept the company busy up until the next drastic change in production. After the war, the company changed name to VEstjysk STaalteknik A/S (VESTAS for short), which is the name we recognize today. During the fifties, Vestas had it’s first export product ready, after taking a patent in milkcontainers. It was then that the company began a transition into large scale production, and also global exporting. By 1968, Vestas successfully exported to 65 different countries worldwide. After a few failed attempts at creating a windmill with efficient energy output, word got around that two Danish blacksmiths had an idea that seemed to work, but lacked the funds to go through with the construction and testing of the device. Vestas seized the opportunity, employed both men, and shortly after introduced their first industrialized windmill, sending Vestas into a 40 year expansive boom towards where they are today as a windmill conglomerate. A future energy crisis is inevitable, if the transition into renewable energy is not aided, according to the UN Renewable energy report for 2014. 1 The reliance on non-renewal energy sources, combined with rising environmental concerns, population boom and increasing conflicts in energy rich zones, is very much putting the ball in Vestas’ court, and companies like it. Tasked with supplying for tomorrows demand, we wish to take a look at Vestas’ itself, it’s production capacity and organizational structure, attempting to decipher Vestas’ role in the future energy market. We have choose to look into these two main areas, because we feel that the raw increase in demand will put great pressure on Vestas, and therefore very much test it’s capacities within these areas. With this we land on our current Problem statement. 1.2 Problem Statement What steps does Vestas need to take in order to tackle a coming energy and resource crisis? We will examine environmental and sustainability trends, as well as potential conflictzones, which can create harsh enviroments for any windmills and a growing population, to try and pinpoint where Vestas needs to put it’s resources, so that it is best equipped to tackle what is almost certainly a huge challenge, not only for Vestas, but also for its competitors in, and out of the renewable energy market. Due to our problem statement, our research will be focused on empirical studies and findings. Our goal is to analyze Vestas, and find out what kind of capabilities the company has, and how this will change if the market changes. 2. Methodology 2.1 Project Structure In our introduction, we will lay out the basics of the project, describing the current energy situation, and what role Vestas has in it. Furthermore, we will explain what we believe to be a potential problem, and with our analytical questions, we will get the answers needed, to draw a conclusion to Vestas’ role in the potential future energy situation. To find Vestas’ capabilities, we need to do an internal company analysis, with a strong focus on production and economical powers. The reason for this is, that in order to predict any future outcome, it is important to know how much and how quickly, Vestas can adapt to any change in a future market. Our main focus will be Vestas in Denmark, but because Vestas are suppliers in a global market, it is only natural that we also take a look across the borders, determining Vestas’ position elsewhere as it is the market leader of wind energy. To determine if Vestas has the capability to adapt if submitted to drastic market changes, we will use the SCOR model, defining the Vestas value chain with a focus on supply and distribution. When using the SCOR model on Vestas, our focus will be on Source, Make and Deliver, to establish the capacity within the supply chain. Plan and Return will be included, but only briefly. In the past, Vestas has had difficulties when trying to achieve a buyer monopoly, and we still perceive supply as a major future challenge, as well as an increase in component transportation, as windmills are huge pieces of equipment, taking a lot of advanced logistics to safely and efficiently transport. We will analyze the the industry using Porters Five Forces, to get a better and clearer picture of the position that the company is in, and from that position, determine how well it can control the current and future market. Porters Five will also help us in g