Scientific news ticker august 2016
Method for the portfolio-supported assessment of the customer supplier know-how potential TECHINNO
August 2016 Advances in knowledge are becoming increasingly important in production. Therefore, further specializations of highly developed technology equipment will shape the future success. Customer supplier relationships will not be limited to bilateral constellations, as a whole range of new technologies for the transmission of information in the communications sector are to be expected.
What is certain is that the technology position of manufacturing companies is a crucial strategic factor. For most, the system leadership is the constant goal orientation, so that not a technological advantage in/of single technologies, but only the interplay of technology units and their elegant linking provide individual advantages.
However, the constant intensive cooperation with technology suppliers is in contradiction to the need for secrecy, which must in any case be compared with the jointly developed increase in know-how.
1) An initial introduction into the topic is the creation of transparency about the company's own strategic position as well as its intended future strategic orientation.
Figure 1: Relationship between skills growth and technological position as a motivation for innovation targets in the strategic portfolio
2) On the basis of a structured interview, cooperation with the technology suppliers is made transparent through targeted questions. For this purpose, the model of the production plant used at the chair is applied in the aspect decomposition.
The result is an according to the aspects and to the phases decomposed Generalized Enterprise Reference Architecture and Methodology (GERAM).
Figure 2: Customer-supplier relationship in technology cooperation: GERAM phases through cooperation phases in the model of levels, classified activities per phase
As the example shows, in phase 5 "technology production" the cooperation is greatly reduced or even completely terminated. This is easily recognizable by the matrix fields above which are not filled. Since the stop of communication always leaves high-value know-how, such courses must be questioned critically. By means of specific indications to this situation, changes should therefore be made immediately in the above example.
The portfolio-supported assessment of the know-how potential resulting from collaboration is further developed at the chair and thus the basis for the success principle of Open Innovation. The comparatively great effect is attributed to this principle of innovation, but it requires the complete renunciation of secrecy with the exception of details on selected core areas.
Contact: o. Univ.-Prof. Dr.-Ing. Hermann Kühnle