Firmenanalyse im Sdtirol

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Summary of main challenges for a dream VBE The
Virtual Factorys practical experience
Stefan Bollhalter Virtuelle Fabrik
AG Schlossgasse 2 CH-9320 Arbon
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Table of contents

• Basics of the Virtual Factory
• Key success factors
• Target harmonisation
• Conclusions

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Basics of the Virtual Factory
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Building Co-operations
Traditionally
Virtual Corporations
Customer Needs
Customer Needs
Identified
1.
2.
Bring Productsto Market
Search and IntegrateCo-operators
2.
1.
Prepared
Build Platform(Trust, ICT,...)
Build Platform(Trust, ICT,...)
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Virtual Corporations Dynamic Networks
Value AddingNetworks
Platform
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Concept of the Virtual Factory main building
blocks
configure
VirtualFactory A
Opportunity A/Order A
VirtualFactory B
Opportunity B/ Order B
dissolve
Cooperation network - platform - stable
Virtual Factories - opportunity-driven - dynamic
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Competition only on the competence Level
Competition on thecompetence level
Company B
Market
No competition of the network partners on the
product level
C1
C2
Company A
Legend
competence i
Ci
C2
C3
process
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Capture new market opportunitieswith Virtual
Factories
surface treatening
Company B
milling
75
surface treatening
Products of Company B
Core business
design
Company A
75
50
25
Products of Company A
milling
Virtual Factory
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Life-cycle-model of Virtual Factories
Competence manager
In-/ outsourcing manager
Broker
Phase 1 Configuration
Opportunity/order
Project manager
In-/ outsourcing manager
Phase 2 Manufacturing / order fulfillment
Cooperationnetworkcompetence pool
Network-coach
Phase 3 Dissolution
Project manager
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Tasks and roles within the network
Competence manager - configuration of
competences and capacities- communication with
customers
Project manager - order-handling - engineering
Broker - gathering and evaluation of "weak
signals" - marketing of network competences -
acquisition of customers/ orders

Auditor - internal and external revision -
inspection of projects
I/O
In-/ outsourcing manager - coordination of
internal production - network communication
Network-coach - enhancement and support of
infrastructure - acquisition of new partners -
conflict management
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Interaction and communication skills in the
Virtual Factory "the employee as entrepreneur"
Communication by official channels
Enterprise A
Enterprise B
Communication in the Virtual Factory
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Project Virtual Factory Forming fields
Design of an enterprise network
Partner acquisition, duty and roles in the
network, process for the design of Virtual
Factories, trust building
Forming of communication and interaction skills
Direct communication between the responsible
business levels ("employee as entrepreneur")
Checklist performance declaration, order
acquisition, order calculation, sourcing
processes, management and communication, law
(liability, risk-sharing)
Network rules
Infrastructure
Forming cooperation processes, IT-solutions
Definition of innovative performance clusters
(products, services) and active marketing
promotion
Marketing
Building up Virtual Factories Learning by doing
Fast competence configuration, market optimizing,
cultural change through activities in Virtual
Factories
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Challenge in the cooperation networkCoexistence
of cooperation and competition
Cooperation
competition

• danger through trust relations tendence to
  mediocrity ("nepotism")
• redundant competences in the network

• trust building "the more virtual the
  organization, the more important the
  personal contacts"
• additional competences
• geographical focus

Thesis optimal network size 40-50 enterprises
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Virtual Factory Network evolution means
professionalization of network services
Conception
Bechmarking
Capacitiy Management
Increasing Interactionswithin virtual factory
Configuration
Finance andrisk sharing
CompetenceManagement
Professionalisation ofnetwork services
1995
1996
1997
1998
1999
2000
In-/ Outsourcing manager Broker Service
Manager Network coach Project managerFinance
and risk manager
Parallel activtiy
New Businessfor the brokers
Additional B.
Parallel activitiy
Parallel activitiy
Additional Business
New BusinessFa. Synact
Parallel activitiy
Parallel activitiy
Additional Business
VF AG
Start activity
Professional Service
Foundation
Future?
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Conclusion Minimizing the Trade - Off
betweenFlexibility and Integration ist the core
idea of Virtual Organizing ...
... but it can only be a function of different
network servicestogether with entrepreneurial
activities
Entrepreneurs(partners and external persons)
Marketing/ Customer Relationship(broker, service
manager)
Infrastructure(Synact GmbH)
Flexibility
Integration
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Key success factors
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Trust

• Trustbuilding
• Trustkeeping
• Trustliving

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IT- communication tools

• Sufficient and efficient IT-communication tools

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Entrepreneurship

• Entrepreneurship down to the bottom of the
  hierarchy

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Leadership

• Leadership in the VBE
• Leadership for the VO-creation

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Selling, Selling, Selling, ...

• The main Task is selling the products and
  services of the Virtual Factory
• A VBE/VO needs a sales organisation which ist in
  charge to negotiate with the customer

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Target harmonisation
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Target harmonisation
New customers
New markets
Diversification- instrument
Accuisition instrument
New businessfield
Additional business
"aussen"
"innen"
Learningfield
Better availability
Keycompetenciesidentify/ enforce
Lower costs
Know-how-/ experience exchange
Marketinformation
Flexiblecapacity network
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Conclusions
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IT

• Do not overestimate the IT

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Trust

• Do not underestimate personal trust

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Selling

• If you do not sell,
• you would not have needed to build up the
  whole thing

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Keep the whole thing simple

• As many rules, tasks, tools etc. as necessary
• Tools have to be save and simple

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Risk

• Corprate risk has to be taken
• Find people and organisations who are willing and
  able to take risks!

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