cdhk competence management concept presentation and...

CDHK Competence Center for Supply Chain

Management


Management


Management


Management


Management

Concept Presentation and

Project Plan

Prof. Dr. Christopher JahnsProf. Dr. Dr. h.c. Hans-Christian Pfohl

Prof. Dr. Volker TrommsdorffProf. Dr. Ludwig Nastansky

Prof. Dr. Savas Tümis

Shanghai 13 Dec 2005

© CDHK Competence Center for Supply Chain Management. All rights reserved. • CDHK Tongji University • Siping Rd 1239, 200092 Shanghai • E-Mail: [email protected] - 2 -

Agenda

1. Introduction

2. Motivations for the Initiative

3. Vision and Goals

4. Conceptual Structure

5. Participating Institutions

6. Tentative Time Plan

7. CVs of Professors

8. Contact Information


Introduction

The key to long-term wealth in China depends on the ability to gradually shift towards high-value added business activities and service-oriented industries.

From a manufacturing economy…

China has a huge supply of low-cost workers and is currently the no. 1 manufacturing workshop in the world.

The 1.3 billion population, of which the majority still lives in rural areas, will provide an international cost advantage decades ahead.

With a steadily increasing foreign direct investments ($53.5 billion 2004), high economic growth will persist both on a short and long term.

Progressive economic policies and entry into the WTO has created a stable and market-friendly business environment.

…to a high-value adding economy

With a GDP growth in excess of 9 percent per annum, the Chinese economy is among the most fast-growing in the world.

To keep the growth and continue to create wealth, China must eventually shift focus to more high-value industries, especially the services industry.

This step towards a service-oriented economy is a must as the economy develops and matures.

Traversing towards a service-oriented economy requires advanced skills and capabilities of the workforce.


Future Economic Developments in China

As the Chinese economy develops, the need for highly skilled and professional employees will increase. By satisfying this need, companies can tap the benefits from an enormous potential offshore services industry such as R&D, IT services etc.

Basicmanufacturing:low cost as competitiveadvantage

Advancedmanufacturing:low cost and quality as competitiveadvantage

Advancedmanufacturingand services:quality and skillsas competitiveadvantage

Time

Valu

e ad

ded

Increased importanceof skilled and professionalemployees


Agenda

1. Introduction


3. Vision and Goals







Challenges and Opportunities at National Level

China has an enormous pool of university graduates where 3.1 million college students graduate every year (in the US 1.3 mn).

The number of engineers graduating every year amounts to 600,000 (in the US 70,000). The total number of engineers exceeds 1.6 million.

33 percent of the university students in China study engineering, compared to 20 percent in Germany and only 4 percent in India.

In 2003, China had approximately 8.5 million academics with up to seven years of work experience.

Opportunities Challenges

Despite the large pool of university graduates in China, a lack of adequate language skills in combination with a relatively low mobility of people are the most important obstacles for multinational firms in the search for qualified employees.

Despite the abundance of university graduates, many multinational companies find it difficult to find staff with the right qualifications.

Various language barriers have been pointed out as the main obstacles for effective communication and team work.

The effective number of engineers qualified to multinationals might be as low as 160,000 – comparable to the pool in the UK, due to lack of practical experience.

Only 25 percent of the Chinese graduates live in a city or region close to a major international airport, and only 30 percent of the graduates move to other provinces for work.


Challenges for Companies Operating in China

Chinese orforeign

customers

Chinese orforeignsupplier

Logisticsprovider Manufacturing Sales Distribution

Supplier search, evaluationselection and development

Infrastructuralproblems

Minimizing cycletimes

Integrating of newsupply chains in globalnetworks

Understanding Chineseand foreign consumerbehaviour

Selecting optimallocation for operations

Aligning sales and marketingactivities with local consumerpreferences

Optimizing distributionnetworks to create synergies

Companies, whose value chains are fully or partially located to China are facing numerous challenges that need to be addressed in order to achieve overall optimization.

Creating connectivitybetween supply chainnodes


Agenda

1. Introduction


3. Vision and Goals







The Various Challenges Call for Quick and Powerful Measures

1. Multinational companies arefacing manychallenges alongthe value chainwhen operating in China.

2. Despite a vast pool of talent in China, companies still havedifficulties to find personnel with holisticand adequate skills to solve today‘s complexproblems.

3. Students are lackingin communicativeand cultural skills, especially English, butalso other large languages like German and French.

4. Lack of pragmaticproblem-solvingskills and generallack of practicalexperience forcescompanies to investin expensive stafftraining.

5. Only improvements in cross-national and cross-functionalcompetencies cansolve the problems of tomorrow.

CDHK Competence Center for Supply Chain Management

Supplier search, selection and development ▪ Infrastructural problems ▪ Global SCM integrationUnderstanding consumer behavior ▪ Optimizing distribution networks ▪ Improving transparency

Gen

eral

Cha

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esSC

M-S

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Chal

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Vision of the CDHK Competence Center for Supply Chain Management

The vision embracing the new competence center at CDHK/Tongji University is:

To create an academic institution that can bridge the gap between academia and a wide range of industries (from pure manufacturing to services providers).

To become a leading academic institution in the fields of logistics, purchasing and supply chain management in Asia.

To combine the three key areas into a unique and integrated discipline.

To promote the growth and global integration of high value added business activities in China.

The outcome of the initiative will increase the competitiveness of the graduates, attract numerous partner companies, further improving the status of TongjiUniversity, and ultimately promoting a flourishing high-value added industry sector in China.


Objectives of the CDHK Competence Center for Supply Chain Management

In the fields of logistics, purchasing and supply chain management, the goals of the new institution are fourfold:

To offer high quality education to students, with standards comparable to those at the partner universities.

To provide excellent executive training to Chinese and foreign industry professionals.

To conduct cutting-edge and applicable research in close collaboration with the industry to identify best practices and provide guidance.

To create and maintain a world-wide network of academics and industry professionals in order to promote knowledge exchange.


Agenda

1. Introduction


3. Vision and Goals







Cornerstones of CDHK Competence Center for Supply Chain Management

CDHK CompetenceCenter for

Supply Chain Management

1

2 3

4 5

LogisticsExecutive Director: Prof. Dr.Dr. h.c. Hans-Christian Pfohl

Partner(s): DHL

Topics: Global supply chain integration, China-specificchallenges in logistics, e.g. infrastructure

Marketing and CRMExecutive Director: Prof. Dr. Volker Trommsdorff

Partner(s): Metro Group

Topics: Understanding Chinese consumer behavior(“Guo Qing”), market research

Purchasing and Supply ManagementExecutive Director: Prof. Dr. Christopher Jahns

Partner(s): BMW

Topics: Global sourcing, Chinese supplierevaluation, selection and development

Business Computing/InnovationsManagementExecutive Director: Prof. Dr. Ludwig Nastansky

Partner(s): PAVONE AG, IBM Deutschland

Topics: collaborative workplaces, knowledgemanagement, workflow management

Mechanical Engineering and ProductionLogisticsExecutive Director: Prof. Dr. Savas Tümis

Partner(s): Gildemeister

Topics: Inbound logistics, materials handling,production planning, value analysis and engineering

CDHK will serve as a platform and provide the necessary infrastructure for day-to-day activities. The different chairs will contribute with their unique competencies to form an integral unit.


The Competence Center Will Cover the Entire Value Chain

The five chairs of logistics, marketing, purchasing and supply management, business computing/ innovation management and mechanical engineering/production logistics at CDHK/TongjiUniversity will build competences to address challenges along the entire value chain among companies.

Customer:Noden+m

Rawmaterial

producer:Node 1

Node 2 Node nOwn firm:Node n+1 Node n+3Node n+2

Managing the supply side: Purchasingand Supply Management

Managing the demand side: Marketingand Customer Relationships Management

Optimizing the flows and improving connectivity between value chain nodes: Logistics, Supply Chain Management, Business Computing and Innovations Management


The Four Key Areas of the CDHK Competence Center for SCM

CDHK Competence

Center

1 ResearchReal-life problems encountered in the industry are investigated and pragmatic solutions are to be developed through scientific approaches.

The research will focus on China and its peculiarities, and how operations in China can be integrated intoglobal business networks.

CDHK will provide a solid foundation for unique, differentiated on-site research.

2

3 4

Training & Executive Education

Offering on-campus teaching with qualitylevels comparable to those of partner universities.

Possibilities to set up exchange programs betweenpartner universities.

Offering high practical content in education, i.e. company visits, writing of case studies etc.

Recruitment platform for future employment

Education & Exchange Community & Congresses

Executive education in logistics, marketing and supply management will enhance the level of expertise.

Possibilities to award professional certificates such as C.P.M and C.L.M. to managers.

Support and collaboration with corporate universities

Network building creates links to the highest management level and will help as “door opener“

Positioning in the market as knowledge and expertise driver

High professional knowledge network for top logistics/ management decision makers

Opportunities for exchange of knowledge and experiences through round-table discussions and seminars.


The Competence Center Will Bridge the gap Between Practice and Academia

The new cluster of chairs at CDHK, Tongji University will work proactively to bridge the gap between academia and practice.

Academia

Practice

Practice-oriented researchand applicable solutions

On-campus teaching withpragmatic approaches suchas case-studies

Internships for top studentsat international companies

Guest lectures withpractitioners and otherindustry representatives

Company visits, seminarsand recruitment days

Exchange programs forimproved language and cultural knowledge

Possibilities to write seminarpapers and theses for companies

Round-table discussions,conferences and seminars


Partners Connected to the new Competence Center


The Competence Center Will be Part of a World-Wide Network

Center for AdvancedPurchasing Studies

(South Africa)

CAPS Research & Arizona State University (USA)

Curtin University of Technology, Perth (Australia)

Tokyo GakuchuinUniversity (Japan)

Royal MelbourneInstitute of Technology(Australia)

University of Hong Kong (China)Indian Institute of

Management, Calcutta (India)

Asian Institute of Technology, Pathumthani (Thailand)

NanyangTechnological

University & Singapore

Management University

(Singapore)

Beijing Technology and Business University (China)

Berkeley (USA)

Stanford (USA)

MIT (USA)HBS (USA)

Yale (USA)Wharton (USA)

Kellogg (USA)

European Business

School/SMI

SMI Moscow

CDHK/ TongjiUniversity

Note: Map contains selected academic and practice partnersPartners of sponsors

Partners

Research Centers (planned)

GCC/Uni Paderborn

TU Berlin

TU Darmstadt


Agenda

1. Introduction


3. Vision and Goals







Technical University Berlin / Chair of Marketing

Technical University Berlin:

Founded: 1879

Total number of on-campus students: ~29,500

Total number of doctoral students: ~1,800

Faculties:Humanities

Mathematics and natural sciencies

Process sciences and engineering

Electrical engineering and computer sciences

Mechanical engineering and transport systems

Civil engineering/Applied geosciences and Architecture –environment - society

Economics and Management

Ranking: No. 18 European University (Times Higher Education, 2004)

Chair of Marketing:

Executive Director: Prof. Dr. Volker Trommsdorff

Founded: 1978

Total number of employees: 17

Total number of research assistants: 10

Faculty: Economics and Management

Research focus: Innovations marketing, product positioning, market entry strategies

Partner companies: Metro Group


Darmstadt University of Technology / Chair of Management & Logistics

Darmstadt University of Darmstadt:

Founded: 1877


Total number of doctoral students: ~1,000

Faculties:Business Administration, Economics and Law

Social Sciences and History

Mathematics

Physics

Applied Mechanics

Chemistry

Biology

Material- and Geosciences

Civil Engineering and Geodesy

Architecture

Electrical Engineering and IT

Computer Science

Ranking: No. 1 academic logistics institution in Germany (Logistik Heute, 2000)

Chair of Management & Logistics

Executive Director: Prof. Dr. Dr. h.c. Hans-Christian Pfohl

Founded: 1982



Faculty: Faculty for business administration, economics and law

Research focus: International Management, Logistics, Supply Chain Management, Transportation Management

Partner companies: Bosch Rexroth, Continental Teves, DaimlerChrysler, Deutsche Lufthansa, Deutsche Woolworth, Douglas, Fraport, Lurgi, Panalpina, Procter & Gamble, Railion;


ebs European Business School / Supply Management Institute SMI

ebs European Business School:

Founded: 1980


Total number of doctoral students: ~250

Faculties:Accounting and Control

Health Care Management

Family Business and Entrepreneurship

Banking and Finance

Real Estate

International Management and Consulting

Supply Chain Management and Information Systems

Market-Oriented Management

Economics

Business Law

Center for Business Languages

Ranking: No. 3 overall ranking, no. 1 private university (Die Zeit, May 2005)

Supply Management Institute:

Executive Director: Prof. Dr. Christopher Jahns

Founded: 2004



Faculty: Supply Chain Management and Information Systems

Research focus: logistics, supply chain management, purchasing and supply management

Partner companies: Ariba, BMW, Bosch, Deutsche Post, Deutsche Telekom, Deutsche Bahn, DHL, EADS, Fraport, Hilti, Lufthansa Cargo, LSG Skychefs, McKinsey&Co, Merck, RWE, Siemens, Unilever, Deutsche Post World Net, E-On


University of Paderborn / Groupware Competence Center

University of Paderborn:

Founded: 1972


Total number of doctoral students: ~900

Faculties:Cultural Sciences

Business Sciences, Business Information Systems and Economics

Natural Sciences

Mechanical Engineering

Electrical Engineering, Computer Science and Mathematics

Ranking: No. 1 in business information systems (CHE / Die ZEIT 2005)

Groupware Competence Center:

Executive Director: Prof. Dr. Ludwig Nastansky

Founded: 1991



Faculty: Faculty of Business Sciences, Business Information Systems and Economics

Research focus: Collaborative workplaces, processmanagement, knowledge management, groupware

Main partner companies: Pavone, IBM, DaimlerChrysler, Deutsche Bank


Agenda

1. Introduction


3. Vision and Goals







2006

Tentative Time Plan for Competence Center Activities

Build-up of individual and joint curricula and on-campus teaching

Search and employment of candidate Professor

Public relations and marketingactivities

Possibilities initiate research projects, seminars and round-table discussions

Establishment of exchangeprograms with partneruniversities

1

Gradual establishment and operation of the four key areas: research, education, management training and community & congresses

Curricula at several academiclevels in logistics, marketingand supply managment

Acquirement of additional partner companies

Closure of first researchproject(s)

Fully operational management trainingprograms (MBA, CPM, in-house training etc.)

Execution of researchprojects in collaboration withcompanies

Setup of specializedcompetence centers

Scaling up existing activitiesin line with pre-definedtargets

Activity focus

Founders: Supply Management Institute, TU Berlin, TU Darmstadt (founders, partner universitites)

Chinesich-DeutschesHochschulkolleg (academic platform)

Tongji University (academic host)

DHL, BMW, Metro, Gildemeister,IBM

Consortium with several Chinese and foreign companies

Same institutions as in 2006 in addition

20072 20083

Partners Consortium with several Chinese and foreign companies

Same institutions as in 2007 in addition


Accounting Model for CDHK Center for Supply Chain Management

Contractual Research SCMContractual Research SCM

100% Revenues + additional expenses

– 15% Acquisition fee (T&M basis)

– 50% Production costs (based on daily rates)

– 10% Administration & Marketing

+25% Profit margin



– 50% Production costs (based on daily rates)


+25% Profit margin

Executive Education & TrainingExecutive Education & Training



– 65% Production costs(based on daily rates)


+10% Profit margin



– 65% Production costs(based on daily rates)


+10% Profit margin

Fundamental Research and TeachingFundamental Research and Teaching

Endowed chairs for Global Supply Chain Management (DHL), Marketing & CRM (MetroGroup), Mechanical Engineering and Production Logistics (Gildemeister), Business Computing (Pavone, IBM) and Purchasing and Supply Management (BMW)

Endowed chairs for Global Supply Chain Management (DHL), Marketing & CRM (MetroGroup), Mechanical Engineering and Production Logistics (Gildemeister), Business Computing (Pavone, IBM) and Purchasing and Supply Management (BMW)

StakeholdersStakeholders

Prof. Jahns

Prof. Nastansky

Prof. Pfohl

Prof. Trommsdorff

Prof. Tümis

Prof. Jahns

Prof. Nastansky

Prof. Pfohl

Prof. Trommsdorff

Prof. Tümis

10%15%5%

5%


Agenda

1. Introduction


3. Vision and Goals







Curriculum Vitæ of Prof. Dr. Christopher Jahns

Head of the SVI-Endowed Chair of Purchasing, Logistics and Supply Chain Management at the ebs European Business School, International UniversitySchloss Reichartshausen, Germany

Executive Director of the Supply Management Institute SMI – International Research and Training Center for Purchasing, Supply Management, Logistics and Supply Chain Management

Habilitation on the topic Supply Management at the Technische Universität in Munich

Doctor in economics - Dr. oec., summa cum laude

Development of a global research network with prominent universities and research institutes

6 book publications, 70 essays in magazines and compilations, 71 references in encyclopedias, 14 published work books, 10 university work books, 3 international/national honors for publications

Chairman of the board of the Supply Management Group SMG, St. Gallen, Switzerland

7 years experience as a top management consultant and executive coach of leading companies


Curriculum Vitæ of Prof. Dr. Ludwig Nastansky

Managing Director of Groupware Competence Center (GCC), University of Paderborn

Chair of Business Information Systems & Vice Dean IT-Services, Faculty of Business Sciences, Business Information Systems and Economics, University of Paderborn

Pavone AG, Chairman of the Supervisory Board; Accent, Vice-Chairman of the Supervisory Board

Member of Executive Board, Verband der Hochschullehrer für Betriebswirtschaft / German Association of University Professors of Management (VHB)

Memberships: German Computer Science Association (GI); German Association of University Professors of Management (VHB); Tönissteiner Kreis / International Association Science and Economy; German Notes User Group (DNUG), Co-founder

Dr. rer.oec. - Ph.D. summa cum laude, University of Saarbruecken

Universities: Ass. Prof.: University of Saarbrücken, 1972 - Visiting Prof.: Université de Montréal, 1972 - Full Prof.: University of Paderborn, 1974; University of St. Gallen, 1984; University of Paderborn, 1991

Author of numerous publications in the fields of management sciences and business information systems

Software architect of numerous application and web-based software systems in business process and project management, document and knowledge management

The research focus is applied and conducted in collaboration with IT, manufacturing, and services companies

Founded companies: Pavosoft GmbH, 1990; Pavone AG, 1994


Curriculum Vitæ of Prof. Dr. Dr. h.c. Hans-Christian Pfohl

Head of the Chair of Management and Logistics at Darmstadt University of TechnologyDirector of the Interdepartmental committee of „Air Traffic“ at the Darmstadt University of Technology.Professor at Chinesisch-Deutsches Hochschulkolleg (CDHK), Tongji University, Shanghai, ChinaVisiting Professor at Veszprém, HungaryVisiting Professor at Ecole Supérieure de Commerce, Montpellier, FranceVisiting Professor at the University in Alcala, SpainMember of the Board and Director of the Research and Development Committee of the European Logistics Association (ELA)Director of the Scientific Advisory Board of the German Logistics Association “Bundesvereinigung Logistik eV (BVL)”.Member of the advisory board of the German Materials Handling Assoc. “VDI-GesellschaftFördertechnik Materialfluss Logistik eV” (FML)Member of the advisory board of the magazines “Logistique & Management”, “The International Journal of Logistics Management” and “Logistikmanagement”.Editor of the book series “Unternehmensführung und Logistik” (“Management and Logistics”)Author of numerous publications, in different languages, in the fields of management and logistics/SCMAuthor of the monographies “Logistiksysteme” (“Logistics Systems”, translation in Chinese Language in preparation) “Logistikmanagement” (“Logistics Management”) and “Logistikkonzeption” (“Logisticsconcepts”, translated into the Chinese language)


Curriculum Vitæ of Prof. Dr. Volker Trommsdorff

Head of the Chair for Marketing, Technical University Berlin

Scientific Director for “Forschungsstelle für den Handel, FfH” (Eng. Research Center for Retailing”) 1983 – 1998

Chairman for the “Deutschen Werbewissenschaftlichen Gesellschaft” (Eng. “German Marketing Sciences Association”) until 2001

Visiting Professor at Chinesisch-Deutsches Hochschulkolleg (CDHK), TongjiUniversity, Shanghai, China

Faculty Coordinator for the Economics department of CDHK, Tongji University, Shanghai, China

Co-founder and faculty member of the Institut für Management und Technologie(IMT Berlin) (Eng. “Institute for Management and Technology”)

Dr. rer. oec. (PhD in Economics) at the Saarland University 1974

Active researcher in the field of innovation and communication management since 1989

Special interest in the integration of technical, economical and psychological insights

Focus of research is about market research methodologies, innovation marketing and international marketing

The research is applied and conducted in collaboration with manufacturing, retail and services companies


Curriculum Vitæ of Prof. Dr. Savas Tümis

Head of the Chair of Mechanical Engineering and Production Logistics, CDHK, Tongji University, Shanghai, China

Dipl.-Ing. Fertigungstechnik (MSc Production Engineering), TU Berlin

Prof. Dr.-Ing. (PhD) in machine tools and production logistics

Years of experience in corporate management, software engineering, consulting, management training and project management in technology-oriented companies

Research interests focus on reorientation of R&D departments with the aim of improving customer orientation and Just-in-Time development

Problem solving in critical impasse projects and ventures, restructuring of companies and projects in manufacturing industries

Long experience in international and intercultural competencies for sales and marketing with focus on Asian countries

Crisis management in international projects, development, innovations, and technology management

Specialized in the machinery, construction, electronics, communication and software industries


Agenda

1. Introduction


3. Vision and Goals







Contact Information

Prof. Christopher Jahns / Supply Management Institute SMI, ebs European Business School

E-mail: [email protected]

WWW: www.supplyinstitute.org

Address: Söhnleinstrasse 8, D-65201 Wiesbaden, Germany

Tel.: +49 (0)611 / 36018 – 800

Fax: +49 (0)611 / 36018 – 802

Prof. Hans-Christian Pfohl / TU Darmstadt:

E-mail: [email protected]

WWW: http://www.bwl.tu-darmstadt.de/bwl2/

Address: Fachgebiet Unternehmensführung & Logistik, Technische Universität Darmstadt, Hochschulstraße 1, D-64289 Darmstadt, Germany

Tel.: +49 (0) 61 51 / 16 - 54 23Fax: +49 (0) 61 51 / 16 - 65 03

Prof. Volker Trommsdorff / TU BerlinE-mail: [email protected]: http://www.marketing-trommsdorff.de/Address: Wilmersdorfer Strasse 148, D-10585

Berlin, GermanyTel.: +49 (0)30 / 314 – 222 66Fax: +49 (0)30 / 314 – 222 64

Prof. Ludwig Nastansky / Univ. of PaderbornE-mail: [email protected]: http://gcc.upb.deAddress: Warburger Str. 100, D-33098 Paderborn,

GermanyTel.: +49 (0)5251 / 60-3368Fax: +49 (0)5251 / 60-3399

Prof. Savas Tümis / CDHK, Tongji UniversityE-mail: [email protected]

WWW: http://www.tuemis.de/Address: Koenigsallee 54, D-14193, Berlin, GermanyTel.: +49 (0)177 / 27 41 954

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