COVID-19

COVID-19: A Catalyst for Digitalization and Transparency?

COVID-19: A Catalyst for Digitalization and Transparency?

A study on the effects of the pandemic
Johannes Schnelle ORCID Icon, Henning Schöpper ORCID Icon, Wolfgang Kersten ORCID Icon
The COVID-19 crisis had an unmistakable impact on the procurement situation in global supply chains, to which companies had to adapt quickly. The effects make it clear that to reduce risks, companies must address the structure and transparency of supply chains. The following article examines what knowledge the actors have and how digitalization can lead to further improvement. The results show that companies currently have little supply chain knowledge beyond their direct suppliers, but are increasingly able to obtain the supply chain data they require. At the same time, the results indicate that there is still potential to increase transparency and the use of data.
Industrie 4.0 Management | Volume 37 | 2023 | Edition 1 | Pages 27-31 | DOI 10.30844/I4SE.23.1.72
Global Value Chains in Times of Covid-19

Global Value Chains in Times of Covid-19

Wie lässt sich die damit verbundene Unsicherheit reduzieren?
Manuel Rupprecht
The SARS-CoV-2 virus poses unexpected challenges for the global economy. Demand for goods collapsed, and supply declined because companies suddenly ran out of employees or intermediate products. As a result, economic indicators turned negative. However, although an economic recovery is now underway, uncertainty about future developments is still on a record high. This is due not least to global value chains. Their disruption was a major factor in the aforementioned distortions, but they are still central to local production.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 1 | Pages 22-26 | DOI 10.30844/I40M_21-1_S22-26
Risk Management for Automotive Contract Logistics

Risk Management for Automotive Contract Logistics

The nexus of global pandemics
Dirk H. Hartel, Pascal Haug
Due to COVID-19 the production lines of the German automotive manufacturers were stopped for an average of 30 days. Even allegations of exhaust manipulation, the required structural change in the direction of electro mobility as well as stricter CO2 regulations are representatives for risks that impact automotive value chains. In order to encounter such risks in an entrepreneurial manner, cooperative, integrative and analytical skills are required, which are brought together in a mature risk management model. While automotive manufacturers and suppliers are in the scientific and public focus of such risks less attention is paid to the risk management of directly affected contract logistics service providers in this industry. In this article a risk management model for contract logistics service providers in the automotive sector is developed that leads to elaborated risk mitigation strategies. A differentiation of risks should take place on three levels by not only company-internal ...
Industrie 4.0 Management | Volume 37 | 2021 | Edition 1 | Pages 17-21