Adaptability

Applying Numerical Indices to Measure and Increase Resilience

Applying Numerical Indices to Measure and Increase Resilience

Approaches to analyzing resilience in supply chains
Saskia Sardesai ORCID Icon, Lucas Schreiber
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.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 45-49 | DOI 10.30844/IM_23-4_45-49
Resilient Production through Pay-Per-Use Models

Resilient Production through Pay-Per-Use Models

More flexibility in an uncertain business environment with Pay-Per-Use and Asset-as-a-Service
Anja Wiebusch
Corona crisis, supply chain problems and global crises lead to growing uncertainties in the business environment of machine manufacturers and their customers. Usage-based business models offer flexible solutions to make business models more resilient and able to cope with future challenges. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 55-58
Resilience in Circular Economy Supply Networks in the Context of Critical Mineral Resource Supply

Resilience in Circular Economy Supply Networks in the Context of Critical Mineral Resource Supply

Tom Pettau
The supply of CRM to domestic companies is threatened by disruptions (e. g. trade conflicts or shortages). Relocating production to stable regions is often not possible in the context of CRM due to geological reasons. One way out is CE. From a network perspective, the resilience must be improved and expanded to include viability. In CE for resilience improvement, a distinction must be made between ex-post and ex-ante CE. Ex-post CE is used as a reaction to a disruption and ex-ante CE reduces the probability of a disruption occurring.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 10-15
Analysis of Resilience in Logistics

Analysis of Resilience in Logistics

Best-practice approaches of selected players
Boris Zimmermann, Philipp Knauf
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.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 50-54 | DOI 10.30844/IM_23-4_50-54
Robust Enterprise Processes

Robust Enterprise Processes

Companies need more than robust resources
Annika Lange ORCID Icon, Thomas Knothe ORCID Icon
Whether it is the availability and costs of raw materials, energy and personnel or simply market and sales options, disruptions are increasingly influencing the business of manufacturing companies. In recent years, it has become clear that robustness, particularly in the face of a wide range of disruptions, cannot be countered by managing critical resources alone. From the authors' point of view, the design of robust corporate processes is part of the comprehensive approach. In this article, the importance of robust processes in the context of critically changing resources and infrastructures is demonstrated. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 36-39
Strategic Options for Resilient Value Chains

Strategic Options for Resilient Value Chains

Ein Vergleich lokal integrierter und global diversifizierter Alternativen
Steffen Kinkel ORCID Icon, Dennis Richter
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.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 4 | Pages 31-35 | DOI 10.30844/IM_23-4_31-35
Focus on Employees

Focus on Employees

Clear rules and processes as the basis for independent ordering of indirect requirements
Michael Petri
eProcurement systems enable employees to handle the purchase of C-parts and indirect requirements independently with a minimum of work. This article explains how this can free up space for the strategically decisive procurement of A and B parts. The basic idea is to outsource the operative procurement activity to those who have the demand - so-called demand carriers. Decisive for the success of this approach is the right mix of individual freedom and sufficient control. Here, eProcurement solutions offer various levers that the purchasing department can configure according to the respective company situation. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 3 | Pages 60-61
Climate Neutrality and Digitization

Climate Neutrality and Digitization

A maturity-based approach to identifying measures in production
Stefan Seyfried ORCID Icon, Lukas Martin, Matthias Weigold
Climate neutrality and digitisation are two future-relevant and interlinked topics that are gaining in importance for manufacturing companies. However, especially for small and medium-sized enterprises (SMEs), it is often difficult to get an overview of the concepts and practical measures in these fields. This article presents a maturity model that offers companies practical assistance in combining the goals of climate neutrality and digitisation and in identifying suitable (digitisation) measures for the company to support the transformation towards climate-neutral production. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 2 | Pages 51-55
Disruption Management with Digital Assistance Systems

Disruption Management with Digital Assistance Systems

A generic approach for the product lifecycle
Niklas Jahn, Tim Jansen ORCID Icon, Robert Rost, Hermann Lödding ORCID Icon
In the production and operation of complex, one- of-a-kind products, disruptions inevitably occur. In practice, there are often deficits in terms of transparency and information flow when it comes to disruption management. Digital assistance systems facilitate disruption documentation: they increase the quality of information by locating it in the CAD model and in the overall product plan, thus accelerating targeted fault elimination. A generic data model makes it possible to use digital assistance systems for different products, trades and processes and in different product life phases. (Only in German)
Industrie 4.0 Management | Volume 39 | 2023 | Edition 2 | Pages 15-19
My Colleague Is a Robot

My Colleague Is a Robot

Acceptance of collaborative robotics in warehouses
Frederic Jacob, Eric Grosse ORCID Icon, Stefan Morana, Cornelius J. König
Warehousing is a very labor- and cost-intensive task in many companies. Digitization and automation of manual warehouse processes can increase efficiency, reduce costs and relieve employees. Collaborative robots that share work tasks with employees are increasingly used in warehouses. However, the pure techno-centric use of such robots can negatively influence the acceptance of human-robot collaboration. Various influences such as fear of job loss, higher cognitive stress, expected extra effort, or concerns about injuries can hinder human-robot collaboration and negatively impact economic benefits. This paper presents possible barriers to the acceptance of collaborative robotics in warehouses and discusses recommended actions for human-centered, sustainable human-robot collaboration.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 1 | Pages 23-26
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