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In a recently developed study programme at Reutlingen University, which focuses on practical orientations, an innovative product with solid company references is to be defined and realised by student teams. On the basis of this product, all subjects of the business engineering study programme “Sustainable Production and Business” are taught. By focusing on three main paths of future skills that have been developed by NextSkills to analyse upcoming social changes, global challenges and fields of work that are innovation-driven and agile, the new study programme aims to create responsible leaders who will shape global businesses respectfully. Thereby, different TRIZ tools help to support students in developing their own products with a focus on sustainability and pay off on the future skills enhancement. Further, students get to know TRIZ tools in an unbiased way, unburdened by too much theory, and are thus continuously supported in the progressing product development process that accompanies their studies. Hence, students perceive TRIZ on the one hand as a method to develop sustainable products and, on the other hand, to find sustainable solutions for everyday problems. The knowledge and positive experiences gained in this way should then arouse curiosity for the TRIZ class at the end of the study programme. The students can graduate with a TRIZ Level 1 certificate. Thereby, as many students as possible are introduced to the TRIZ methods, and the TRIZ tool is spread widely.
As consumer awareness surrounding impacts of the climate crisis continues to be a notable threat, businesses are searching for new models to make their sustainability profile even better. As a result, the implementation of a company’s sustainability vision following the SDGs has to be linked closely to the integration of customers into strategic action. One success factor is the management of customers over their entire life cycle. The Customer Journey serves as a model to systematise this approach, by designing touchpoints throughout the purchasing process in order to motivate consumers to act sustainably. Based on behaviour models, the authors develop recommendations for the food industry to design a sustainable Customer Journey that helps to reduce the percentage of consumers reporting positive attitudes to sustainable products while not exhibiting corresponding behaviour.
This study determines the correlation between industry-specific success patterns of Germany’s engineering industry and the business models applied within. In order to identify this correlation, the following objectives are addressed within the framework of this paper: (1) identification and description of business models used by Germany’s engineering industry; (2) analysis of industry-specific success patterns of Germany’s engineering industry by the usage of Key-Performance-Indicators (KPIs); and (3) determination of correlation between the KPIs and Germany’s engineering industry’s business models’ effectiveness. These objectives are mainly achieved by literature research and expert surveys. The findings highlight the KPIs (overall 41) that are relevant for the respective business models. This enables a better understanding of the interrelationships of the business model, in order to derive relevant conclusions. The paper contributes to the literature as it advances this field of research in Germany, and it is one of the first studies to examine the relationship between business models and industry-specific success patterns with relevant KPIs.
In an increasingly competitive environment, suppliers are now seen as an important source of innovation. Long term partnerships enable companies to access the knowledge of suppliers to optimize their business. "Procurement 4.0" is one of the concepts that come to the fore when talking about digitalization of business processes. The major aim of this research is to discuss a conceptual model of "Procurement 4.0" and its potential to rethink the management of supplier relationships, which will be one of the main future tasks of procurement. The paper is based on a factual-analytical research approach that serves to continuously specify and supplement the elements of the frame of reference: Two challenging concepts, "Procurement 4.0" and Supplier Relationship Management, are merged to contribute to the fact that purchasing is indispensable as an "interface" within a global supply chain to reap the benefits of digitization. The factors that prove to be obstacles to digital supplier relationship management along the digital supplier journey - e.g. lack of guidelines, approaches or tools and a lack of understanding of the importance of long-term relationships - are reflected within the identified technologies of digital transformation. A comprehensive analysis of the given situation within digital supplier relationship management in Germany is provided. The most important digital supplier touchpoints are discussed in order to develop a traditional supplier relationship towards a digital relationship management. Thus, this paper succeeds in illustrating how the innovative concept of a supplier journey can be implemented in practice to counteract the future, entrepreneurial challenges.
Sustainability is a development that meets the needs of the present without compromising the ability of future generations to meet their own needs.
Business Model is a plan for the successful operation of a business, identifying sources of revenue, the intended customer base, products, and details of financing.
Circular economy is an approach of how a company creates, captures and delivers value, with a value creation logic designed to improve resource efficiency through contributing to extending the useful life of products and parts (e.g., through long-life design, repair and remanufacturing) and closing material loops.
A shift in attitudes to purchasing departments can be perceived. No longer is the chief goal solely to reduce costs; the procurement function is assuming strategic relevance in the business model, leveraging the supplier as a foundation for innovation. The knowledge accumulated by suppliers is accessed over the journey of long-term partnerships to streamline business practice. Businesses are finding themselves in increasingly competitive environments, and thus need to address inefficiencies in supplier management. “Procurement 4.0” is a concept used in discussing digitalisation in business processes, referring to the process of supplier relationship management and optimisation. This model and its application to supplier relationship management will be the focus of this article. Realising the efficiencies to be obtained in buyer-supplier relationships through “Procurement 4.0” will be explored, primarily through an emphasis on digitalisation of the relationship between the procurement department and supplier.