scholarly journals Strategische Planung in Plattformen und Eco-Systemen mittels Szenario-Technik

2020 ◽  
Author(s):  
Iris Gräßler

Digitization of mechatronic products and the trend towards platforms and eco-system challenges providers of mechatronic products in the development of new, digital business models and sucessful innovations. In this paper, a novel tool forstrategic planning by means of scenario-technique directly linked to a -platform is presented. An efficient tool for strategic planning is offered to the providers of mechatronic systems who want to enhance the capabilties of their products by usingservices on the plattform to achieve an added value. By linking the tool to the platform, generic influence factors and selection rules can be provided. Thereby, the required effort for strategic planning can be significantly reduced. Providersof mechatronic systems are enabled to anticipate future scenarios and to identify business opportunities in an autonomous way. The integrated tool for strategic planning is validated in a case study. The case study comprises the mechatronicproduct of a low-cost flood level warning system which uses a pan-european data platform.

2021 ◽  
Vol 5 (1) ◽  
pp. 26
Author(s):  
Philip-Mark Spanidis ◽  
Francis Pavloudakis ◽  
Christos Roumpos

The closure of surface mines is a complex framework characterized by extended reclamations of post-mining sites towards an environmentally friendly and sustainable land-use system development with beneficial returns to society and the economy. The paper demonstrates the critical mine closure problem, draws research questions, and introduces the IDEF0 (Integrated DEFinition Function) process modelling method as a low-cost and easy development tool for use by mining experts to perform strategic planning of sustainable mine reclamation and repurposing projects. A case study for the method applied in a Greek lignite mine is presented.


2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.


2016 ◽  
Vol 36 (9) ◽  
pp. 1065-1088 ◽  
Author(s):  
Dezhi Chen ◽  
William Wei ◽  
Daiping Hu ◽  
Etayankara Muralidharan

Purpose Although there have been many discussions on the status and development of original equipment manufacturers (OEMs), theory on how they survive is minimal. Little is known about how OEMs survive and upgrade to other business models, such as original design manufacturers (ODMs) and original brand manufacturers (OBMs), in emerging economies. The purpose of this paper is to extend the theory on the survival path of OEMs from the perspective of emerging countries by examining how OEMs survive cost pressures and upgrade to ODMs or OBMs. Design/methodology/approach Using a multi-case study method, this study analyzes the survival path employed by OEMs by examining eight firms in the Chinese toy industry. Findings This study shows that OEMs remain weak in the global toy industry chain due to labor costs. While some OEMs move to low-cost regions, others turn to OBM management, after transitioning through an ODM model, by investing in research and development and marketing. Originality/value This study explores the survival paths of OEM enterprises, showing that OEMs can first upgrade to ODMs and then to OBMs, or they can directly upgrade to OBMs. Shifting from OEM to ODM is an important step in the transition process, although the contract that OEMs have with their foreign partners does not change significantly.


Author(s):  
Te Fu Chen

This chapter, therefore, develops in scientific literature, the concept of e-Business 2.0 where e-Business companies are actively using Web 2.0 to create and appropriate value from, for, and with stakeholders. This research also makes a distinction between an internal and external focus. This research looks at e-Business 2.0 and has an external focus. E-Business 2.0 pure players depend on Web 2.0 to create and appropriate value with a focus to external customers, instead of internal organisations. There is a new wave of business communication tools including blogs, wikis and group messaging. There are new digital platforms for generating, sharing and refining information that are already popular on the Internet. These platforms are collectively labeled Web 2.0 technologies. The term ‘Enterprise 2.0’ focuses only on those platforms in which companies can buy or build in order to make the practices and outputs of their knowledgeable workers visible. Enterprise 2.0 looks at Web 2.0 technologies and practices within organisations and businesses and is therefore, referred to as internal focus. Enterprise 2.0 is the term used to describe how a Web 2.0 approach can be used to work more collaboratively together in business. Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partner or customers. However Enterprise 2.0 is much more than just ’Web 2.0 for business’. Moreover, the study proposed a case study of Enterprise 2.0 to demonstrate by a detailed KPI analysis, how collaboration platforms (and related HR management) can drastically improve the global performance of an international group. Furthermore, the study was to further propose another case study of e-gov 2.0. Enterprise 2.0 is an evolutionary step forward releasing employees from the constraints and limitations of the legacy communication and productivity tools. The study concludes the challenges of the Enterprise 2.0: ten facts and Six Enterprise 2.0 - Myths. Enterprise 2.0, being more a philosophy than a technology, can truly create huge added value for organizations in any sector and it is often remarkable to see in what way the Enterprise 2.0 methods are used to solve specific problems.


2015 ◽  
Vol 2015 (1) ◽  
pp. 000235-000238
Author(s):  
Jérôme Azémar

Embedded packages are nowadays not anymore just an interesting approach for some specific application. Benefiting from 3D TSV high cost, and consequently delays, these packages could fit the high expectations of the industry. Indeed, added value of embedded packages in terms of integration, reliability and even cost at system level is already clear for manufacturers. Embedded packages lacked success until 2013–2014 because of long time of qualification, few players involved and customer convincing time. The situation changed with new product announcements and strong involvement of some key players. In this presentation we will focus on two main types of embedded packages, those that are most of interest at the moment: Fan-Out and Embedded Dies packages. The principle of Fan Out technology is to embed products in a molded compound and allow redistribution layers pitch to be independent from die size. This approach is already mature enough to have high volume products claimed by Nanium and Stats ChipPAC using eWLB type of Fan-Out. Market for Fan-Out packages in 2014 almost reached $200M and a 20% growth for the coming years is expected. Understanding the potential of that market and the high demand from telecom industry for a thin and cheap package, other important OSATs like SPIL or J-Devices are willing to enter the market with their own technologies. TSMC is also proposing its inFO process to its customers, confirming that foundries could look at the OSATs reserved market through wafer-level packages. Each player has its own view on how to gain market share and meet the challenges such as cost reduction, panel manufacturing, yield improvement, die shift… The principle of Embedded die packages has the same purpose of promoting high integration due to placing chips within the substrate but with a different approach: Embedding is done in laminate substrates. This process is pushed by PCB manufacturers such as AT&S and could create a new supply chain with new players. One of the main advantages is to use a mature and cheap manufacturing chain created for PCB manufacturing and then having low cost for a technology that would allow a good integration and access to both sides of the chips easily. On the other hand, Embedded Die technologies are still waiting for a high volume project that shall be coming once higher yield, better resolution and clarification of the supply chain will be achieved. In this presentation we will describe what the strategies to reach that goal are. Both technologies seem to be competing but are actually complementary and often targeting different markets. Key customers already qualified them and will open the gates for the fast growing packaging market. The presentation will provide an overview of the products announcements, commercialization roadmaps as well as market forecasts per application. Insights and trends into the different fan-out and embedded die packaging approaches by applications, business models and major players will be reviewed.


1996 ◽  
Vol 12 (01) ◽  
pp. 49-58
Author(s):  
Ronald C. Reeve ◽  
Robert Rongo

Commercial shipbuilding is surviving and prospering in mature high-labor-cost countries even under intense competition from low-labor-cost countries. Prospering shipyards are investing in robotic automation to increase productivity and worker added value. Robot welders are producing higher quality ships for as little as $1 per hour. It is projected that U.S. shipyards must also use robots in order to successfully compete in commercial world markets. This paper describes how the Technology Reinvestment Project (TRP) on Shipbuilding Robotics is leveraging advanced robotic technology to provide low-cost robotics for U.S. shipyard automation. The TRP is described, economic analysis methods for robot welding are presented, and factors for successful implementation of robotics are discussed. A case study of a successful shipyard gantry robot implementation is reported.


2017 ◽  
Vol 5 (2) ◽  
pp. 184-198 ◽  
Author(s):  
Bruno Alencar Pereira ◽  
Mauro Caetano

The business models innovation in airlines can contribute to the creation of value, competitive advantage and profitability with new possibilities of action. The proposed paper aimed to identify the business models adopted by airlines and identify how the innovation occurs at these organizations. The methodology adopted is characterized as empirical, exploratory and descriptive research by multiple case study with three major Brazilian airlines. The results demonstrate that the search for paradigm breaks, related to the dichotomic traditional models of low-cost and full-service, toward hybrid business models occur linearly, as examples highlighted by companies, in which internal changes in business models are considered major organizational innovations.


Author(s):  
Victor Chang ◽  
Gary Wills

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.


2011 ◽  
pp. 2202-2228
Author(s):  
Te Fu Chen

This chapter, therefore, develops in scientific literature, the concept of e-Business 2.0 where e-Business companies are actively using Web 2.0 to create and appropriate value from, for, and with stakeholders. This research also makes a distinction between an internal and external focus. This research looks at e-Business 2.0 and has an external focus. E-Business 2.0 pure players depend on Web 2.0 to create and appropriate value with a focus to external customers, instead of internal organisations. There is a new wave of business communication tools including blogs, wikis and group messaging. There are new digital platforms for generating, sharing and refining information that are already popular on the Internet. These platforms are collectively labeled Web 2.0 technologies. The term ‘Enterprise 2.0’ focuses only on those platforms in which companies can buy or build in order to make the practices and outputs of their knowledgeable workers visible. Enterprise 2.0 looks at Web 2.0 technologies and practices within organisations and businesses and is therefore, referred to as internal focus. Enterprise 2.0 is the term used to describe how a Web 2.0 approach can be used to work more collaboratively together in business. Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partner or customers. However Enterprise 2.0 is much more than just ’Web 2.0 for business’. Moreover, the study proposed a case study of Enterprise 2.0 to demonstrate by a detailed KPI analysis, how collaboration platforms (and related HR management) can drastically improve the global performance of an international group. Furthermore, the study was to further propose another case study of e-gov 2.0. Enterprise 2.0 is an evolutionary step forward releasing employees from the constraints and limitations of the legacy communication and productivity tools. The study concludes the challenges of the Enterprise 2.0: ten facts and Six Enterprise 2.0 - Myths. Enterprise 2.0, being more a philosophy than a technology, can truly create huge added value for organizations in any sector and it is often remarkable to see in what way the Enterprise 2.0 methods are used to solve specific problems.


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