value added networks

The increasing demand for collaborative value chains challenges the IT. Both the integration of a heterogeneous and complex process and IT-landscape in a short time and the flexible support of new requirements from the business have to be assured. The dynamism of cooperation makes an exact planning of implementation and IT-costs exceedingly difficult. Therefore, the article shows a method that allows a systematic and structured planning and design of the IT in value-added networks.

Due to the concentration of core competences and the utilisation of international location advantages successful German production companies face a situation with globally dispersed sites in global value added networks. The ongoing globalisation, which includes the integration of external sites, suppliers and partners, leads to complex interactions within networks. However, these interactions are not or are simply partially known and not predictable so far. Being able to control dramatic dynamics in the behaviour of global value added networks, German production companies will be positively affected by globalisation in the future. Therefore, changeable global value added networks which can be quickly adjusted to dynamics become crucial. The paper on hand describes an approach for the planning and optimization of adaptable global value added networks. Background is the approach of the research project “planning and optimization of changeable global value added networks” (POWer.net) ...

In the course of decreasing value added, enterprises increasingly collaborate with customers and suppliers. They hope for lower costs, higher flexibility, improved quality, and time advantages. In a survey, the following questions were investigated: What importance has collaboration in value added networks? How important is the duration of collaboration? With what kind of partners and in which area is collaboration realized? What is the trend towards collaborations with Eastern European and Asian partners? What are the success factors and threats of collaborations? In order to collaborate successfully and to capitalize on opportunities, collaborations should be understood as a success factor, should have a long term perspective and be more intensive. Furthermore, global and local sourcing should be used and balanced; the capability to collaborate and trust building should be facilitated.

Nowadays, logistics is seen as a strategic management instrument in order to gain and sustain competitive advantages. New information and communication technologies have substantially changed the way value chains are designed and managed. The research center InterVal analyses internet technologies in the context of supply chain collaboration. One focus is on the evaluation of appropriate management concepts and related investments in technologies.