18th of March2015

Workshop on “Value creation through strategic partnerships”

Agenda

• 14:00 Introduction & theory by prof. dr. Paul Matthyssens

• 14:30 INSPIRATION through cases

• John Blankendaal, Brainport Industries

• Jérôme Ravoet, SABCA

• Marc Hufkens, Flanders Bike Valley

• 15:40 Coffee break

• 16:00 ACTION through discussion

• 17:30 Networking reception

Introduction & theory

by prof. dr. Paul Matthyssens

Dean, Antwerp Management School

Factory of the future

Charles Chaplin, Modern Times (1936) Silke, 9 jaar, Open Bedrijvendag (2012)

Factory of the future

Added value technology for eco-efficiency, flexible and smart production, sustainable manufacturing, life cycle approach etc.

Open business model

Value chain & network perspective, including co-creation

Lead plants in networks

3P’s: People, planet, profit

To exploit region’s strengths

Flemish Industry Council - 2013

Who can do it alone?

A best practice of horizontal partnerships

M1ne #1, januari ´14 Direct Digital Manufacturing

A best practice of vertical partnerships

Innovation partners

“A significant portion of our growth will come from innovation, delivering leading-edge products into the marketplace. We anticipate that around half of this innovation will come from our supply chain. That's why we invest in mutually-beneficial relationships with our key suppliers so we can share capabilities and co-innovate for shared growth. With some of our more strategic suppliers, we nurture open relationships, with our research and development teams working with theirs to jointly pursue new technologies and innovations that will make a difference. Our partners often do business with other companies that operate in the same competitive markets as we do. That's why we pride ourselves on doing business differently, moving away from traditional forms of buying/selling relationships. Pioneering new ways of doing business so we can partner to win. If you believe you can help us deliver on innovation please contact your Unilever Procurement Manager to discuss opportunities.”

http://www.unilever.com/aboutus/supplier/innovation/

Challenges in partnerships

Simultaneous opportunities and restrictions

To influence and be influenced

A problem from the start

Many potential partners and ways of cooperation

Difficult to choose from…

Other problems

How do we cooperate?

Who takes the lead?

Who controls?

= partnership architecture

Who’s invited?

“closed”

You know the field and the best organizations to work with

“a private party”

Bv. a private group on “Yammer”

“open”

You don’t know the field and the best organizations to work with yet

“open-house party”

Bv. Wikipedia

Who’s in charge?

“hierarchical”

Undivided authority

All power and coordination lies with one party

E.g. Unilever

“flat”

Divided authority

Shared knowledge and cooperation among different parties

E.g. Flanders MAKE

What type of cooperation is best?

Popular media & discussions about innovation and partnerships:

often link“openess” to “flatness”

consider a flat, open cooperation as superior

'Knowledge of the crowd’

It all depends…

What is the purpose of your cooperation?

Conclusions

• The networked factory is core in the concept of “factories of the future”

• Not easy to realize: many choices among partners, types and purpose

• Step by step: start with vertical co-creation and selectivity

• Forming ecosystems and managing them will become an essential skill

INSPIRATION through cases

• John Blankendaal, Brainport Industries

• Jérôme Ravoet, SABCA

• Marc Hufkens, Flanders Bike Valley

Coffee break

ACTION through discussion

1. Paul Peeters & John Blankendaal

Topics: big companies / incremental change / …

2. Valérie Debois & Jérôme Ravoet

Topics: intense customer-supplier relationships / operational efficiency / …

3. Wim Coreynen & Marc Hufkens

Small companies / disruptive change / …

Summary of discussions & pitching

3 tables, 2 rounds

Networking reception

OPENING MINDS TO IMPACT THE WORLD