Digital business models in industrial ecosystems : lessons learned from industry 4.0 across Europe / / editors, Kai-Ingo Voigt, Julian M. Müller

• Pubblicazione: Cham, Switzerland : , : Springer, , [2021]; ©2021
• Descrizione fisica: 1 online resource (247 pages)
• Disciplina: 658.5
• Soggetto topico: Business logistics - Europe; Industry 4.0 - Europe; Business information services; Production management; Technological innovations
• Persona (resp. second.): MüllerJulian M.; VoigtKai-Ingo
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Intro -- Introduction: From Industry 4.0 to Digital Industrial Business Models -- Abstract -- References -- Contents -- About the Editors -- Digital Supply Chain Management and Business Models -- 1 Digital Transformation of Logistics and SCM: The Long Way from Digitization to Digital Business Models -- Abstract -- 1 Introduction -- 2 Theoretical Background -- 2.1 Digital Transformation in L& -- SCM -- 2.2 Digital Business Models in Logistics and SCM -- 3 Research Methodology -- 4 Findings -- 4.1 What Drives Companies in L& -- SCM on the Path to a Digital Business Model? -- 4.2 Which Role do Technological Elements Play in L& -- SCM for the Path to a Digital Business Model? -- 4.3 How Successful Are the Players Along the Path to a Digital Business Model? -- 5 Conclusions -- References -- 2 Development of a Trend Management Process for Supply Chain Management in the Context of Industry 4.0 -- Abstract -- 1 Introduction -- 2 Theoretical Background -- 3 Conceptualization of an In-Depth Trend Management Process in the Context of Industry 4.0 -- 3.1 Challenges -- 3.2 Trend Identification -- 3.3 Trend Analysis and Evaluation -- 3.4 Trend Processing and Continuous Monitoring -- 3.5 Enhancement through Knowledge Management -- 4 Summary and Implications -- References -- 3 Unlocking the Hidden, Data-Driven Potential of the Supply Chain -- Abstract -- 1 Introduction -- 1.1 The Digitalized Supply Chain as a Driver of Performance -- 1.2 The Objective of a Completely Digitalized, Self-regulating Supply Chain -- 1.3 Companies are Still Insufficiently Prepared -- 2 Bosch's Path to Digital Excellence-Also in the Supply Chain -- 2.1 Digital Interfaces with Suppliers -- 2.2 Digitalization of Intralogistics -- 2.3 Digitalizing Interlogistics -- 2.4 Forecast-The Huge Challenge Digitalization Faces in a VUCA World. ; 2.5 Data and Sustainability as Drivers of the Development of the Digital Supply Chain -- 2.6 The Bosch "LOG 2025" Strategy -- 3 The Enablers of Successfully Digitalizing the Supply Chain -- 3.1 Leadership -- 3.2 Design of Digital End-To-End Processes -- 3.3 Using Digital Interfaces to Manage Partners -- 3.4 Data Security -- 4 Outlook -- References -- Digital Business Models in Manufacturing -- 4 Digitalization as an Enabler of Subscription Business Models in the Manufacturing Industry -- Abstract -- 1 Digitalization Paves the Way for Subscription Business Models -- 1.1 Subscription Business Models -- 1.2 Characteristics of Subscription Business Models -- 2 Challenges for Providers of Subscription Business Models -- 3 Success Factors for Subscription Business Models -- 4 Conclusion -- References -- 5 Digital Business Models for Industrial Suppliers-The Case of Schaeffler OPTIME -- Abstract -- 1 Introduction -- 1.1 Opportunities and Challenges for Industrial Suppliers Through Digital Technologies and Digital Business Models -- 1.2 Course of Contents -- 2 Ecosystems Around Rotating Machines -- 2.1 Value Chain in the Ecosystem for Rotating Machines -- 2.2 Trends in the Ecosystem Around Rotating Machines -- 2.3 Motivation for Schaeffler to Invest in Digital Technology and Business Models for CM -- 3 Schaeffler OPTIME -- 3.1 OPTIME as an Innovative Approach to CM/PM -- 3.2 OPTIME as a Digital Business Model -- 4 Managing and Integrating Digital Business Models as an Industrial Supplier -- 4.1 Opportunities from Digital Business Models -- 4.2 Challenges from Digital Business Models -- 5 Summary -- References -- Digital Industrial Platforms -- 6 German B2B Platforms' Contribution Towards a Resilient Economy -- Abstract -- 1 Introduction: Germany's Flourishing B2B Platform Landscape -- 2 German B2B Platforms Explained -- 2.1 Typology -- 2.2 Characteristics. ; 3 A Resilient Economy: Conceptual Remarks -- 4 B2B Platforms' Contribution to a Greener, More Resilient and Future-Proof Economy: Five Case Studies -- 4.1 From Condition Monitoring to Predictive and Remote Maintenance-How Platforms Can Help in Time of Crises -- 4.2 Utilising Industry's Data Treasure -- 4.3 Marketplaces' Contribution to Reducing Costs, Winning New Customers and Increasing Margins -- 4.4 Reducing CO2-emissions, Augmenting Resource Efficiency in B2B Logistics -- 4.5 Creating Networks to Enhance Resilience -- 5 Conclusion: Competitiveness, Eco-Sustainability and Ingenuity: Digital B2B Platforms' Contribution to Europe's Resilience -- References -- 7 Digital Logistics Platforms-Initial Approaches to Market Segmentation in Light of Traditional and New Providers -- Abstract -- 1 Introduction -- 2 Evolution of Digital Platforms in Logistics -- 2.1 Development Traits of the Platform Economy -- 2.2 Megatrend Logistics 4.0 -- 2.3 Development Paths of Digital Logistics Platforms -- 3 Market Segmentation of Digital Logistics Platforms -- 3.1 Segmentation of Logistics Services -- 3.2 Segmentation Criteria for Digital Logistics Platforms -- 3.3 Framework for Market Segmentation of Digital Logistics Platforms -- 4 Transactions on Digital Logistics Platforms -- 4.1 Market Players and Transaction Mechanisms -- 4.2 Attractiveness of Digital Logistics Platforms from the Perspective of Market Players -- 4.3 Competition of Digital Logistics Platforms -- 5 Business Models of Digital Logistics Platforms-Quo Vadis? -- References -- 8 Industry 4.0 Digital Platforms: Collaborative Business Models for SMEs -- Abstract -- 1 Introduction -- 2 Digital Manufacturing Platforms -- 3 EU-Funded Project DIGICOR -- 4 Collaborative Business Models in DIGICOR -- 4.1 Aviation Business Model-Digital Platform Enabling an Ecosystem. ; 4.2 Automotive Business Model: Digital Ecosystem Embraces Multiple Digital Platforms -- 5 Collaborative Business Model for Platform of Platforms -- 6 Conclusion -- References -- Industrial Data-Driven Business Models -- 9 Industrial Data-Driven Business Models: Towards a Goods-Service-Data Continuum -- Abstract -- 1 Introduction -- 2 Theoretical Background and State of Research -- 2.1 DDBM Elemental Classifications -- 2.2 DDBM Archetypes -- 2.3 Synthesis of Perspectives and Research Gap -- 3 Method -- 3.1 Conceptual-Theoretical Part -- 3.2 Qualitative-Empirical Part -- 4 Presentation and Interpretation of Results -- 4.1 Product Only IDDBM -- 4.2 Product with Additional Service IDDBM -- 4.3 Hybrid Product IDDBM -- 4.4 Service with Additional Product IDDBM -- 4.5 Service Only IDDBM -- 4.6 Data Only DDBM -- 4.7 The Conceptual IDDBM Framework as Synthesis of Clusters -- 5 Concluding Remarks and Implications -- 5.1 Managerial Implications -- 5.2 Limitations and Research Implications -- References -- 10 Realizing New Data-Driven Business Models by Launching Containers into the Cloud -- Abstract -- 1 Data Enabling Industrial Business Models -- 2 Industrial Scenario for New Business Models -- 3 Pillars of Future Container Networks -- 3.1 Identification -- 3.2 Communication -- 3.3 Localization -- 3.4 Sensors -- 3.5 Energy Consumption -- 3.6 Cloud-Based Software -- 4 Data-Driven Business Models -- 4.1 Smart Product-Oriented Product-Service Systems -- 4.2 Smart Use-Oriented Product-Service Systems -- 4.3 IoT Ecosystem -- 5 Conclusion -- References -- AI and Blockchain in Production and Supply Chain Management -- 11 If You Go for AI, Be Aware of the Psychological Hurdles Around It-Practical and Theoretical Insights on the Industrial Application of Artificial Intelligence -- Abstract -- 1 Introduction -- 2 AI for AI's Sake -- 3 Bias in Data. ; 4 Black Box Nature of AI -- 5 Greater Trust in Human Judgment -- 6 Improper Expectations -- 7 Psychological Key Success Factors for an Effective Industrial Implementation of AI -- References -- 12 Blockchain for Supply Chain Traceability: Case Examples for Luxury Goods -- Abstract -- 1 Introduction -- 2 Blockchain and Supply Chain Traceability -- 2.1 Blockchain Technology -- 2.2 Supply Chain Traceability -- 3 Blockchain and Luxury Goods -- 3.1 Challenges in the Luxury Goods Supply Chain -- 3.2 Case 1: Wine -- 3.3 Case 2: Diamonds -- 3.4 Case 3: Watches -- 4 Summary and Future Outlook -- References -- Lessons Learned from European Ecosystems -- 13 The Interrelationship Between Industry 4.0 and Servitization in Manufacturing SMEs: The Case of the Basque Country -- Abstract -- 1 Introduction -- 2 Industry 4.0 and Servitization: Hypotheses Development -- 3 Methodology -- 3.1 Sample and Variables -- 3.2 Methods -- 4 Results -- 4.1 Quantitative Results -- 4.2 Qualitative Results -- 5 Discussion and Conclusion -- References -- 14 Beyond Excellence in the Automotive Industry in Industry 4.0? Lessons Learned from the creative Business Sector -- Abstract -- 1 Transformations of the Fourth Industrial Revolution -- 2 Business Models: Types and Levels of Detail -- 3 How Business Models Change Under Industry 4.0 -- 4 The Development of Current Models-Environmental Factors -- 5 The Development of Current Models-A Proposal for Development -- 6 Final Conclusions -- References -- 15 Geographical Factors for the Implementation of Industry 4.0 in Central Eastern Europe -- Abstract -- 1 Introduction -- 2 Geography of Industry 4.0 -- 2.1 Regional Divergence Caused by the Fourth Industrial Revolution -- 2.2 The Importance of Knowledge-Intensive Regions on Firms' Business Model Innovation Towards Industry 4.0. ; 2.3 Digital/Industry 4.0 Technologies in the Firms' Value Chain.
• Titolo autorizzato: Digital business models in industrial ecosystems
• ISBN: 3-030-82003-3
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910506379203321
• Lo trovi qui: Univ. Federico II
• Serie: Future of business and finance