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The development of textile products is associated with high material, time, personnel and cost expenditure. The paper describes the digital twinning for materials and processes and their application in a digital product development process, which can accelerate the ramp-up phase and thus reduce development costs by up to 60%.

Wire Arc Additive Manufacturing (WAAM) is an additive manufacturing process which produces metallic components on the basis of arc welding. ISO/ASTM 52900 describes additive manufacturing as a process that creates components layer by layer from 3D model data. The basic equipment required includes a welding device, introducing the energy necessary for melting the metal wire, and a guiding machine, which traces the specified geometry of the component. Applications for WAAM include rapid prototyping and tooling, direct manufacturing and additive repair. The greatest advantages the process offers are low-cost system technology and a high deposition rate. The disadvantages of the process are the lack of process stability and exact repeatability. This article is intended to provide a clear overview of the WAAM manufacturing process, and to address its complex interactions.

The assertion “Our people are what set us apart from our rivals” is a common statement made by nearly every company, highlighting the significance of their people as the most valuable asset. Similarly, a corporate culture emphasizing risk awareness and learning from experiences has played a key role in shaping supply chain resilience (SCRES) amidst competitive dynamics in response to the COVID-19 pandemic. Employee engagement, communication, and collaboration, as dimensions of SC risk awareness, determine the effectiveness of firms’ cultures in handling large-scale disruptions with robustness and agility. Additionally, the COVID-19 crisis has had a positive impact on firms’ learning orientation. The crucial necessity of digital supply chain (SC) transformation to enhance SCRES under pandemic conditions has further reinforced the need for dynamic adaptation and reconfiguration of firms’ culture and employee skillsets through digital upskilling.

Small and medium-sized enterprises still face the challenge of shaping their digital transformation. Maturity models offer a way to capture the situation within a company and support the formation of an Industry 4.0 vision. This paper presents a methodology that companies can use to develop a roadmap for shaping digital transformation by enabling the transfer of this vision into concrete decision-making steps.

An increased awareness of risks and rising incidents prompt companies to enhance the resilience of their supply chains. While various measures can be employed to increase resilience, a parallel consideration of a multitude of metrics is necessary to explicitly evaluate its impact on supply chain resilience. The paper presents approaches that facilitate the comparability of resilience across alternative supply chain designs by combining various metrics into a single numerical index. Additionally, innovative technologies are highlighted that can help to create resilient supply chains.

The paper analyzes the improvement of resilience in logistics in contrast to lean management. First, possible success factors of resilience will be identified, including agility, redundancy in the form of capacity reserves, process transparency, management of personnel and risk, supply chain management and the formation of liquidity reserves. Eight face-to-face interviews with leading logistics companies will be conducted to examine these success factors. The aim is to identify best practice approaches for improving resilience and to examine possible conflicts of objectives with lean management.

Production automation is well established in large companies for high volume products. But robot-based assembly automation in mid-sized companies is still in its infancy. This study uses results from 19 expert interviews and a survey to identify obstacles to and drivers of automation in this field. Among the obstacles is the low flexibility of the robotic systems. One driver for automation is the increasing shortage of skilled workers. Based on the empirical findings, the study proposes options to increase the use of automation.

Global supply and value chains have become increasingly complex and interconnected, exposing companies to a range of risks caused by natural disasters, political instability, or global pandemics. The paper outlines some strategic options for companies to improve the resilience of their value chains, namely expansion of local or global supply chains, regional concentration or global diversification of production capacities, and insourcing or outsourcing activities. Data of 314 German manufacturing firms is used to investigate the influence of different digital technologies and adaptable production systems.