Digital Business Models in Industrial Ecosystems: Lessons Learned from Industry 4.0 Across Europe (Future of Business and Finance)

In recent years, digital business models have frequently been the subject of academic and practical discourse. The increasing interconnectivity across the entire supply chain, which is subsumed under the term Industry 4.0, can unlock even farther-reaching potentials for digital business models, affecting entire supply chains and ecosystems. This book examines the specific challenges and obstacles that supply chain and ecosystem management poses with regard to the development of digital business models. The top-quality contributions gathered here focus on the successful implementation of Industry 4.0 in digital business models for industrial organizations in a European context, making the book a valuable asset for researchers and practitioners alike. Introduction: From Industry 4.0 to Digital Industrial Business Models Abstract References Contents About the Editors Digital Supply Chain Management and Business Models 1 Digital Transformation of Logistics and SCM: The Long Way from Digitization to Digital Business Models Abstract 1 Introduction 2 Theoretical Background 2.1 Digital Transformation in L&SCM 2.2 Digital Business Models in Logistics and SCM 3 Research Methodology 4 Findings 4.1 What Drives Companies in L&SCM on the Path to a Digital Business Model? 4.2 Which Role do Technological Elements Play in L&SCM for the Path to a Digital Business Model? 4.3 How Successful Are the Players Along the Path to a Digital Business Model? 5 Conclusions References 2 Development of a Trend Management Process for Supply Chain Management in the Context of Industry 4.0 Abstract 1 Introduction 2 Theoretical Background 3 Conceptualization of an In-Depth Trend Management Process in the Context of Industry 4.0 3.1 Challenges 3.2 Trend Identification 3.3 Trend Analysis and Evaluation 3.4 Trend Processing and Continuous Monitoring 3.5 Enhancement through Knowledge Management 4 Summary and Implications References 3 Unlocking the Hidden, Data-Driven Potential of the Supply Chain Abstract 1 Introduction 1.1 The Digitalized Supply Chain as a Driver of Performance 1.2 The Objective of a Completely Digitalized, Self-regulating Supply Chain 1.3 Companies are Still Insufficiently Prepared 2 Bosch’s Path to Digital Excellence—Also in the Supply Chain 2.1 Digital Interfaces with Suppliers 2.2 Digitalization of Intralogistics 2.3 Digitalizing Interlogistics 2.4 Forecast—The Huge Challenge Digitalization Faces in a VUCA World 2.5 Data and Sustainability as Drivers of the Development of the Digital Supply Chain 2.6 The Bosch “LOG 2025” Strategy 3 The Enablers of Successfully Digitalizing the Supply Chain 3.1 Leadership 3.2 Design of Digital End-To-End Processes 3.3 Using Digital Interfaces to Manage Partners 3.4 Data Security 4 Outlook References Digital Business Models in Manufacturing 4 Digitalization as an Enabler of Subscription Business Models in the Manufacturing Industry Abstract 1 Digitalization Paves the Way for Subscription Business Models 1.1 Subscription Business Models 1.2 Characteristics of Subscription Business Models 2 Challenges for Providers of Subscription Business Models 3 Success Factors for Subscription Business Models 4 Conclusion References 5 Digital Business Models for Industrial Suppliers—The Case of Schaeffler OPTIME Abstract 1 Introduction 1.1 Opportunities and Challenges for Industrial Suppliers Through Digital Technologies and Digital Business Models 1.2 Course of Contents 2 Ecosystems Around Rotating Machines 2.1 Value Chain in the Ecosystem for Rotating Machines 2.2 Trends in the Ecosystem Around Rotating Machines 2.3 Motivation for Schaeffler to Invest in Digital Technology and Business Models for CM 3 Schaeffler OPTIME 3.1 OPTIME as an Innovative Approach to CM/PM 3.2 OPTIME as a Digital Business Model 4 Managing and Integrating Digital Business Models as an Industrial Supplier 4.1 Opportunities from Digital Business Models 4.2 Challenges from Digital Business Models 5 Summary References Digital Industrial Platforms 6 German B2B Platforms’ Contribution Towards a Resilient Economy Abstract 1 Introduction: Germany’s Flourishing B2B Platform Landscape 2 German B2B Platforms Explained 2.1 Typology 2.2 Characteristics 3 A Resilient Economy: Conceptual Remarks 4 B2B Platforms’ Contribution to a Greener, More Resilient and Future-Proof Economy: Five Case Studies 4.1 From Condition Monitoring to Predictive and Remote Maintenance—How Platforms Can Help in Time of Crises 4.2 Utilising Industry’s Data Treasure 4.3 Marketplaces’ Contribution to Reducing Costs, Winning New Customers and Increasing Margins 4.4 Reducing CO2-emissions, Augmenting Resource Efficiency in B2B Logistics 4.5 Creating Networks to Enhance Resilience 5 Conclusion: Competitiveness, Eco-Sustainability and Ingenuity: Digital B2B Platforms’ Contribution to Europe’s Resilience References 7 Digital Logistics Platforms—Initial Approaches to Market Segmentation in Light of Traditional and New Providers Abstract 1 Introduction 2 Evolution of Digital Platforms in Logistics 2.1 Development Traits of the Platform Economy 2.2 Megatrend Logistics 4.0 2.3 Development Paths of Digital Logistics Platforms 3 Market Segmentation of Digital Logistics Platforms 3.1 Segmentation of Logistics Services 3.2 Segmentation Criteria for Digital Logistics Platforms 3.3 Framework for Market Segmentation of Digital Logistics Platforms 4 Transactions on Digital Logistics Platforms 4.1 Market Players and Transaction Mechanisms 4.2 Attractiveness of Digital Logistics Platforms from the Perspective of Market Players 4.3 Competition of Digital Logistics Platforms 5 Business Models of Digital Logistics Platforms—Quo Vadis? References 8 Industry 4.0 Digital Platforms: Collaborative Business Models for SMEs Abstract 1 Introduction 2 Digital Manufacturing Platforms 3 EU-Funded Project DIGICOR 4 Collaborative Business Models in DIGICOR 4.1 Aviation Business Model—Digital Platform Enabling an Ecosystem 4.2 Automotive Business Model: Digital Ecosystem Embraces Multiple Digital Platforms 5 Collaborative Business Model for Platform of Platforms 6 Conclusion References Industrial Data-Driven Business Models 9 Industrial Data-Driven Business Models: Towards a Goods-Service-Data Continuum Abstract 1 Introduction 2 Theoretical Background and State of Research 2.1 DDBM Elemental Classifications 2.2 DDBM Archetypes 2.3 Synthesis of Perspectives and Research Gap 3 Method 3.1 Conceptual-Theoretical Part 3.2 Qualitative-Empirical Part 4 Presentation and Interpretation of Results 4.1 Product Only IDDBM 4.2 Product with Additional Service IDDBM 4.3 Hybrid Product IDDBM 4.4 Service with Additional Product IDDBM 4.5 Service Only IDDBM 4.6 Data Only DDBM 4.7 The Conceptual IDDBM Framework as Synthesis of Clusters 5 Concluding Remarks and Implications 5.1 Managerial Implications 5.2 Limitations and Research Implications References 10 Realizing New Data-Driven Business Models by Launching Containers into the Cloud Abstract 1 Data Enabling Industrial Business Models 2 Industrial Scenario for New Business Models 3 Pillars of Future Container Networks 3.1 Identification 3.2 Communication 3.3 Localization 3.4 Sensors 3.5 Energy Consumption 3.6 Cloud-Based Software 4 Data-Driven Business Models 4.1 Smart Product-Oriented Product-Service Systems 4.2 Smart Use-Oriented Product-Service Systems 4.3 IoT Ecosystem 5 Conclusion References AI and Blockchain in Production and Supply Chain Management 11 If You Go for AI, Be Aware of the Psychological Hurdles Around It—Practical and Theoretical Insights on the Industrial Application of Artificial Intelligence Abstract 1 Introduction 2 AI for AI’s Sake 3 Bias in Data 4 Black Box Nature of AI 5 Greater Trust in Human Judgment 6 Improper Expectations 7 Psychological Key Success Factors for an Effective Industrial Implementation of AI References 12 Blockchain for Supply Chain Traceability: Case Examples for Luxury Goods Abstract 1 Introduction 2 Blockchain and Supply Chain Traceability 2.1 Blockchain Technology 2.2 Supply Chain Traceability 3 Blockchain and Luxury Goods 3.1 Challenges in the Luxury Goods Supply Chain 3.2 Case 1: Wine 3.3 Case 2: Diamonds 3.4 Case 3: Watches 4 Summary and Future Outlook References Lessons Learned from European Ecosystems 13 The Interrelationship Between Industry 4.0 and Servitization in Manufacturing SMEs: The Case of the Basque Country Abstract 1 Introduction 2 Industry 4.0 and Servitization: Hypotheses Development 3 Methodology 3.1 Sample and Variables 3.2 Methods 4 Results 4.1 Quantitative Results 4.2 Qualitative Results 5 Discussion and Conclusion References 14 Beyond Excellence in the Automotive Industry in Industry 4.0? Lessons Learned from the creative Business Sector Abstract 1 Transformations of the Fourth Industrial Revolution 2 Business Models: Types and Levels of Detail 3 How Business Models Change Under Industry 4.0 4 The Development of Current Models—Environmental Factors 5 The Development of Current Models—A Proposal for Development 6 Final Conclusions References 15 Geographical Factors for the Implementation of Industry 4.0 in Central Eastern Europe Abstract 1 Introduction 2 Geography of Industry 4.0 2.1 Regional Divergence Caused by the Fourth Industrial Revolution 2.2 The Importance of Knowledge-Intensive Regions on Firms’ Business Model Innovation Towards Industry 4.0 2.3 Digital/Industry 4.0 Technologies in the Firms’ Value Chain 3 Methodology 3.1 Sampling 3.2 Measures of Geographical Factors 3.3 Measures of the Use of Digital Technologies 4 Results 4.1 The Use of Digital Technologies 4.2 The Use of Digital Technologies and Geographical Factors 5 Discussion and Conclusions References