Business Models for Flexible and Sustainable Manufacturing

• Reference of the call: SPIRE-06-2016

• Start/end date: 1/09/2016 – 31/08/2018

• Partners:

ObjectivesINSPIRE analyses how business models in the process industry may change in the upcoming decennia, as a result of several trends:

• Technological innovations (such as process intensification, 3D printing, biotech etc.)

• Increased customer orientation of the process industry

• Need to increase resource efficiency through recycling and industrial symbiosis

INSPIRE in 1 slide

Global competitiveness and reshoring

of the European process industry by:

• increased flexibility (react to volatility)

• resource efficient production

• sustainable solutions

• secure local (EU) sourcing

1. The EU/ SPIRE needs

Develop knowledge and tools that

help managers decide about BMI

Promote and replicate the new

Business Models and tools to multiple

EU industries to:

• > 50 industrial parks

• > 100s of related stakeholders

4. How will this happen?

• More flexible value chains (e.g.

containerized movable production)

• Increased customization of products

(e.g. 3D printing of process equipment)

• Fully circular production (e.g.

industrial symbiosis)

• Local raw material sourcing and

security (e.g. recycling of critical raw

materials, local feedstock sources)

3. Value to Customers4-5 new Business Models for the

manufacturing industry, based on

emerging innovations that:

1. Dramatically increase flexibility in

production & time to market

2. Enable full circularity

3. Attract or retain process industries

in Europe

2. The Project Solution

Trends and Business Model archetypesFive macro forces that impact business models in the production chain

Less waste and CO2 impact

through Industrial Symbiosis and re-use-> cost & LT

sustainability

Better serving local clients (including eco-design and

production)

Combined products and services -> stronger client binding

Extended Producer Responsibility

More efficient and flexible production (less resources) by process intensification +

Less transport by local sourcing

Evaluate 4 archetypes vrs. impact on Business Model Canvas and value chain

© PNO Group

Polfree – model © TNO

1. Decentralised

or modular production

2. (Mass) customisation

3. Servitisation

4.Reuse and sustainability

1. Decentral modular production in fertilizers

E.g. Small Scale Ammonia

4. Mass Customisation in fashion industry

E.g. Consumer designed shoes

2. Servitisation

E.g. Chemical leasing E.g. Neodymium from magnets

3. Re-use of (critical) raw materials

So what’s next … ?

7

1. Decentralised or modular production

covers industries that decentralize their

manufacturing and split their production

processes into various locations or

regions.

2. (Mass) customisation combines the

personalization and flexibility of custom-

made business manufacturing with the

traditional principles of mass production;

3. Servitisation of the process industry

considers deliver functionality, rather than

ownership;

4. Reuse and sustainability focusses on

mechanism for a more sustainable and

competitive industry through

improvements in resource and energy

efficiency;

~ 20 technologies per archetype (TRL)

Factors that determine BMI

Bottlenecks to deployment

Research Roadmap

BMI support tool for managers!

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Reuse

HDES 1EPT 2Remote control 3Digitalisation 43D printing 5BIg data 6COld welding 7Biodegradable material 8Micro and nano manufacturing 9Biosensors 10micro electromech 11Industry 4.0 12Additive manufacturing 13Sensors, monitoring and cotrol 14Multipurpose and hybrid process 15Adaptable and reconfigurable 16Robotics 17Internet of things 18Modelling and simulation 19

Big Data 20Life cycle assessment 21Materials EOL 22Cloud based platforms 23Data mining 24Product configuration 25Smart materials 26VR environment 273Dscanning 28Dynamic supply chain 29Product-aging simulation 30Design for X PLM add-ons 31Well-aging materials 32IoT smart industry 33biodegredable materials 34Chemical markers 353D printing 36Autmated disassembly 37Biomimicry 38Identifiers 39Materials mapping 40

biomass gasification 63biochemical conversion 64process analyrtical technologies 65in situ removal of contaminants 66big data analysis 67automated process control 68HiGee processes 693D printing 70containarised construction 71plastic disposable 72in situ removal of contaminants 73continuous reactors 74membranes 75electrification 76electrically powered process 77skid based designs 78remote control 79process analytical technologies 80energy efficient solvent recovery 81continuous crystallisation 82big data analysis 83automated process control 84

Materials-process matching 41Reverse supply chain simulation 42Business model simulation 43Elderly 44AI 45Robotics 46Automation 47360 medical data 48Big Data 49IoT 50Body Scanner 51e-health 52E H R 53Telemedicine 54Electrolysis low cost 55Chemical looping 56Activation carriers 57carrier to power 58H2 binding 59carrier conversion 60product recovery 61H2 storage 62

Legend

Regional impact: Red = lowYellow = mediumGreen = high

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Technology Clusters Re-use /sustainability TechnologyICT 3D printing

Materials-process matchingSimulation Reverse logistics/supply chain planning/simulation

Process simulation

Business model simulation

Product-aging simulationRecycling Chemical markers

Biodegradable materialsRemanufacturing, refurbishing, repair IoT

Automatised dissassembly

Smart IndustryReuse, longer lifetimes Biomimicry

Identifiers/certification

Well-aging materials

Materials mapping

Input to our research roadmap!(+ non-technological innovation

requirements)

&

CONNECTING AMBITIONS

BMI Support Tool(box)• BMI readiness index based on decision factors per Business Model

Archetype -> Support tool for managers to reason about BMI

• Indications about relevant technologies, impact on flexibility and their general TRL levels (market availability)

• Practical tips and tricks how to improve BMI readiness for these Archetypes -> possibilities for managers to increase BMI Readiness

• Upscaling strategies for new Business Models to manage risk of new BM introduction

• Migration strategies e.g. from Product-Oriented (PO) PSS model, and then move to “User-Oriented (UO) and Result-Oriented (RO)

• Fall back strategies to the previous business model (idem)

• Contract types and models for Servitization, Industrial Symbiosis etc.

• Models for risk and revenue sharing with the customer/partners

• Introduce intermediaries/orchestrators to overcome lack of ownership for introducing new BM in the value chain (e.g. recycling)

• Clarify benefits for the procurement staff at the client to overcome reticence with procurers towards new BMs

• Etc.

End goal

So INSPIRE finally is about creating conditions to:

1. Help industries react to trends and future scenarios with BMI

2. Keep industries and jobs in Europe

3. Bring back industries and jobs to Europe

4. Strengthen competitiveness and resilience of industry in Europe

CONNECTING AMBITIONS

INVITATION!

Are you interested to contribute to the BMI tool(box)?

Ron Weerdmeester

PNO Group

European Innovation Manager

M: +39.3495135491

E: ron.weerdmeester@pnoconsultants.com

S: ronweerdmeester

L: https://www.linkedin.com/in/ronweerdmeester/