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Corporate story
Innovation in the Supply Chain Arnold Stokking Managing Director TNO – Industrial Innovation
Nyenrode, 10th Januar 2012
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Corporate story
The TNO mission TNO connects people and knowledge to create innovations that boost the sustainable competitiveness of industry and well-being of society. Our two main business models are: • Contract research • Shared research
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Corporate story
Core data TNO 2010 (amounts x EUR 1 m.) incl. group companies
2010
2009
2008
564
568
593
share of government funding
195
203
195
share of market income
369
365
398
Operating result
2.8
-16.7
-10.6
Result
2.4
-14.2
-5.7
Balance Sheet total
430
434
455
Equity capital
189.6
187
201
Solvency
43%
43%
44%
Number of employees (effective average)
4,189
4,363
4,572
Consolidated income
Themes and innovation areas
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High Added Value
Industrial Innovation Three Innovation Areas High-Tech Systems & Materials
Knowledge Intensive
+ Automotive Maritime & Offshore Sustainable Chemical Industry + Small and Medium Enterprises (SME)
Niche marketing
High Export Value
5 November 25, 2011
Content: 3 Examples of Innovation involving the Supply Chain 1. Brainport Industries: from managing supply towards managing innovation. 2. 3D printing / additive manufacturing: towards Manufacturing 2.0 3. The Holst Centre in Eindhoven: a product focused innovation ecosystem.
Brainport Industries: the Challenge for innovation in High Tech Systems 5 OEMs in the Netherlands 80% of OEM’s in Eindhoven region FEI, DAF, Philips & ASML Océ just outside Brainport region 14 Tier 1 suppliers 71% in Eindhoven region Bosch Rexroth, Frencken, GIS Europe, GL Group, KMWE, Neways Electronics, Norma, NTS Group, Optiwa, Prodrive, SKF, Van Berlo, VDL ETG, Wilvo 320 Tier 2 and 3 suppliers 34% in Eindhoven region
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From Open Innovation to Open Supply Chain
1980
1990
PURE RESEARCH
2000 PRODUCT RESEARCH
2010
2020
OPEN INNOVATION
OPEN SUPPLY CHAIN
1. Technology
1. Products
1. Experiences
1. Interactions
2. Closed
2. Aware
2. Open
2. Integrated
3. Individual activity
3. Project activity
3. Entrepreneurship
3. Time to market
4. Division oriented
4. Client oriented
4. Customer oriented
4. Life cycle oriented
5. Scientific attitude
5. Engineering attitude
5. Innovation attitude
5. Value chain attitude
6. Corporate funding
6. Contract funding
6. Investment funding
6. Network funding
Source: Brainport Industries
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© Harvard Business Review, October 2010
Van de typische geïntegreerde OEM keten (‘80s)
1. Research & Development
2. Design & Engineering
3. Prototyping & Industrialization
4. Component production
5. System integration
6. Sales & Service
Source: Brainport Industries/Boer & Croon
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Via outsourcing van non-core activiteiten (‘00s)
Process Development 1. Research & Development
2. Design & Engineering
3. Prototyping & Industrialization
4. Component production
5. System integration
6. Sales & Service
Supply Chain Management Sourcing & Life Cycle Mngt. Sub‐Assemblies Components
Source: Brainport Industries/Boer & Croon
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Naar de ‘Open Supply Chain’ (2020)
Business Model Development, Financing & Funding Quality Assurance Project Management & Staffing Process Development 1. Research & Development
2. Design & Engineering
3. Prototyping & Industrialization
4. Component production
5. System integration
6. Sales & Service
Supply Chain Management Sourcing & Life Cycle Management
1st Tier 2nd Tier 3rd Tier
Source: Brainport Industries/Boer & Croon
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3D printing (additive manufacturing): Aircraft wing
The structure has a strong dendritic form, or a feather like structure, a very interesting point where bio-mimicry is suggested by an optimization process. This particular topology was obtained without any manufacturing constraints and manufacturing such a structure would itself be a very interesting feat of engineering If
it can be designed, it can be made
Manufacturing 2.0: Additive Manufacturing / 3D pringtng Various Publications on Additive Manufacturing Referring to the benefit of Lightweight Already applied in aircraft, automotive industry Lots of expertise and knowledge on AM available within TNO Could be an industrial manufacturing eco-system to be established in W-Europe OEM will benefit from High Tech manufacturing and supply chain nearby
“Manufacturing for design” instead of “Design for Manufacturing”
AM impacts whole innovation chain Traditional innovation chain
Additive Manufacturing enabled innovation chain 4. Additive manufactured components
AM as a integral step in the innovation chain will have impact on every other step and will enable a breakthrough for the whole chain Combined with Mechatronics 2.0 and Design Optimization, the full potential of AM will be unleashed and opens new HPS solutions Development of AM equipment should be done in parallel
From metal to polymers to ceramics to Food Printing: On our way to the food senseo at home Value creation at controlling food & nutriënts at millimeter level Food experience exists of taste and structure, we can create both From general food to personalized food!
Chocolate & sugar structure made with (crude) Rapid Manuf. printing
Our ultimate challenge:
© Holst Centre
The High Tech Campus Eindhoven from inside out to outside in open innovation Mechatronics Test & Assy Lab
Device Processing Facilities
Analytical Labs
Thin Film clean room
EMC Test Centre Electronic Test Centre
Reliability Test Centre
Holst Centre Offices
Holst Centre R2R lab
Instrument Rental
High-Tech Campus, initiated by Philips • • •
High Tech Campus Site-sharing: >90 companies, 7000 researchers Eindhoven, The Netherlands
Facility-sharing: MiPlaza (includes >8000m² cleanrooms) (inside out) Program Sharing: Open Innovation research (e.g. Holst Centre) (outside in)
Introduction to Holst Centre
Flexible OLED Lighting • • • • • •
Bendable, wearable, thin, light, unbreakable Easy integration into products with various forms Enabling new products Enabling R2R low‐cost production Low power consumption Light color can be tuned
Introduction to Holst Centre
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Creating a smart foils industry, the chain united: Materials, Equipment and End Products
Introduction to Holst Centre
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The Advantage of Shared Research: multiplier on on R&D investments, together with your customers! Total Compan y Revenue Innovation becoming more complex: we can’t stop innovating…
R&D Budget
Shared R&D
1. Innovating by combining ideas 2. Sharing of facilities and competencies
Exclusiv eR&D
3. Reducing time to market
…but we can’t bear the costs and risks anymore
Introduction to Holst Centre
Leverage:
Shared R&D
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4. Sharing of R&D costs and risks 5. Opportunities for additional public funding
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