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Fabian Liebetrau
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Liebetrau
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Fabian
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+41 71 224 7263
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PublicationType: journal articleJournal: Die VolkswirtschaftVolume: 85Issue: 7/8
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PublicationKnowledge Exchange in Production Networks : Operational Excellence MultipliedIkujiro Nonaka, one of the most influential researchers in knowledge management, once stated that "[i]n an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. When markets shift, technologies proliferate, competitors multiply, and products become obsolete almost overnight, successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization, and quickly embody it in new technologies and products." (Nonaka 1991, p. 96) Thus, manufacturing network managers have to focus their attention not only on the management of the physical flow of goods but also on the management of the intangible flow of knowledge (Chew et al. 1990). This applies to all kinds of industries: The strength of an international manufacturing company today is to a large degree dependent on its ability to exploit the knowledge that is available somewhere within its network or in its boundaries. To achieve this, network management has to be aware of the knowledge available at each site, generated, e.g., through Operational Excellence programs. It further has to trigger the distribution of process innovations and successful practices within the network (De Meyer and Vereecke 2009). However, many attempts to foster the exchange of knowledge in the network fall short of expectations. Popular examples are idle databases or lacking exchange of successful practices. Competition between manufacturing sites adds further barriers to the sharing of knowledge.Type: book sectionVolume: 1. Auflage 2013
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PublicationManaging Global Pharmaceutical Manufacturing Networks(Springer Berlin Heidelberg, 2013)
;Basu, PrabirWerani, JürgenThis chapter presents both the reasons and a possible approach for tackling the challenges of today's globally dispersed manufacturing networks of pharmaceutical companies. Despite of years of discussions about end-to-end value chains the main activities in production optimization in the pharmaceutical industry are still focused on single plant level. Nevertheless we are sure that the industry will have to follow the example of other more advanced manufacturing industries and systematically address production optimization from a true network perspective in the near future. The content of this chapter will in a first part cover the history of why global companies' manufacturing is scattered around the world, why this development was not managed from a holistic perspective and what problems and challenges arose with that. It will then give several real life examples for difficulties and challenges such companies face and it will describe some targets and the current gaps between the status-quo and these targets. In the second part of this chapter we present some frameworks that can help managers to align site and network level and to systematically close the gap between status quo and the targets. Those frameworks are illustrated with one real life example each. Further we will show some implications for the framework application in the pharmaceutical context. In part three we will sum up the content and close the chapter.Type: book sectionScopus© Citations 11 -
PublicationSchlüsseltechnologien für den industriellen Bereich : Energieeffizienz durch innovative Motoren- und Antriebstechnik(Galledia Verl. AG, 2013-11-28)
;Suranyi, Andreas ;Lang, DominikKreienbühl, AndreasType: newspaper articleJournal: Umwelt PerspektivenIssue: Sonderausgabe -
PublicationType: newspaper articleJournal: io ManagementIssue: 3
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PublicationType: newspaper articleJournal: Service today : das Magazin für Entscheider aus Service, Marketing, Logistik und TechnikVolume: 26Issue: 1