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The aim of this paper is to show to what extent Artificial Intelligence can be used to optimize forecasting capability in procurement as well as to compare AI with traditional statistic methods. At the same time this article presents the status quo of the research project ANIMATE. The project applies Artificial Intelligence to forecast customer orders in medium-sized companies.
Precise forecasts are essential for companies. For planning, decision making and controlling. Forecasts are applied, e.g. in the areas of supply chain, production or purchasing. Medium-sized companies have major challenges in using suitable methods to improve their forecasting ability.
Companies often use proven methods such as classical statistics as the ARIMA algorithm. However, simple statistics often fail while applied for complex non-linear predictions.
Initial results show that even a simple MLP ANN produces better results than traditional statistic methods. Furthermore, a baseline (Implicit Sales Expectation) of the company was used to compare the performance. This comparison also shows that the proposed AI method is superior.
Until the developed method becomes part of corporate practice, it must be further optimized. The model has difficulties with strong declines, for example due to holidays. The authors are certain that the model can be further improved. For example, through more advanced methods, such as a FilterNet, but also through more data, such as external data on holiday periods.
Imagine a world in which the search for tomorrow's trends of (software) products is not subject to a long and laborious data search but is possible with a single mouse click. Through the use of artificial intelligence (AI), this reality is made possible and is to be further advanced through research. The study therefore aims to provide an initial overview of the young research field. Based on research, expert interviews, company and student surveys, current application possibilities of AI in the innovation process (defined as Smart Innovation), existing challenges that slow down the further development are discussed in more detail and future application possibilities are presented. Finally, a recommendation for action is made for business, politics and science to help overcome the current obstacles together and thus drive the future of Smart Innovation.
Covid-19 und die Maßnahmen zu Eindämmung der Pandemie wirkten für viele Menschen lebensverändernd und zwangen Unternehmen zu teilweise substantiellen Anpassungen ihrer gewohnten Praktiken. Sie führten jedoch auch zu Veränderungen, die sich weitgehend außerhalb der öffentlichen Wahrnehmung vollzogen haben. Ein Beispiel hierfür ist die deutliche Verschiebung der Kraftverhältnisse im Markt für Bannerwerbung, auf dem sich sowohl für Werbetreibende, als auch für Vermarkter zu deutlichen Veränderungen kam. Gleichzeitig verändert sich der Markt strukturell. Es kommt derzeit zu einer Professionalisierung, bei der Werbetreibende heute die richtigen Weichen stellen müssen, um in Zukunft zu den Gewinnern in diesem Markt zu zählen. Dieser Report fasst die wichtigen strukturellen und Corona-bedingten Veränderungen zusammen und erklärt die Implikationen für Werbetreibende.
India’s growth: perspectives for Indo-European business “Skilled labour in India: bridging the gap”
(2011)
The following paper is based on a survey conducted for ESB Business School and will show how German companies perceive India’s labour market. Besides existing geographical and sectoral gaps we will reveal gaps in the required qualification profile. Thinking merely of hard qualification factors like education levels, skills etc., though, would be short-sighted. Often cited intercultural qualifications also play an important role.
What can be done? What should be done to bridge these gaps? These will be the leading questions of this chapter. We will discuss some solutions – not forgetting that the problems German companies face are complex and knowing there is no ideal way. However, we will see that some of the most urgent problems can be solved or reduced by Indo-European or Indo-German co operation models in the field of vocational training and institutions of higher education.
Since 2000, Indian special economic zones were established with the intention to attract foreign direct investment. We present a first empirical assessment with new data from 1980 to 2010 and evaluate the outcome after 10 years. In general, our empirical results confirm that special economic zones attract FDI statistical significantly. Another finding of the study is that open economies with stable inflation attract more FDI than small and closed economies.
This is the first copy of JIEBS. The papers it presents are the result of a call for papers CEBS made in 2011. We actually received far more interesting papers and research reports than expected.They all passed a double blind review and the papers naturally are the original work of the named authors. The choice we finally made was also influenced by the topic of the CEBS annual conference 2011, namely the influence of infrastructure and skilled labour on Indo-European Business. The papers analyse structure and explain many issues related to this, they raise questions and point towards areas for further research and they form the nucleus of this new and currently only scientific platform for Indo-European business studies.
Digitale Transformation: Können Sie den Begriff noch hören, ohne mit den Augen zu rollen? Auch wenn der Begriff in aller Munde ist, besteht immer noch große Verwirrung darüber, was eigentlich so neu daran sein soll. Immerhin setzen Unternehmen ja (digitale) Informationstechnologien (IT) seit Jahrzehnten ein, um Geschäftsprozesse zu verbessern.
Diese Dokumentation, die von einen Zeitzeugen erstellt wurde, der die Aufbauphase der "Reutlinger Betriebswirtschaft" beinahe von Anfang an mitgemacht hat, soll auch den jüngeren Kolleginnen und Kollegen deutlich machen, wie die Fakultät entstanden und im Laufe der ersten beiden Jahrzehnte gewachsen st. Zeithorizont: Gründung am 1. Oktober 1971 bis zum Erscheinen des ersten Hochschulrankings im Heft 1 des "manager-magazins" von 1995. Dies entspricht einem Berichtszeitraum von knapp 25 Jahren. Dieser Zeitrahmen soll zeigen, wie die Saat, die bei der Gründung und in der Aufbauphase ausgesät wurde, die ersten sichtbaren Früchte getragen hat.