tcilatinamerica16 supply chain sustainability through smart specialization and cross sectorial...

Supply chain sustainability through Smart specialization and Cross sectorial

innovationRELATOR:

Vincent DugréVice-President, Operations and cluster manager

Québec Ground Transportation Cluster

SUPPLY CHAIN SUSTANABILITY

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In order to reach and maintain is economic sustainability, a supply chain must evolve to support new markets and products diversification.

A smart specialization strategy may foster this achievement by implementing a framework involving managing authorities and stakeholders such as business peoples,

universities and other education institutions, laboratories and partners.

This should be an entrepreneurial discovery process.

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QUEBEC GROUND TRANSPORTATION CLUSTER: AN EXAMPLE OF A SMART SPECIALIZATION

Electric vehicles Specialty vehicles Coaches and city buses

Rail equipment Powersports vehicles Defence and security

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SUPPLY CHAIN SUSTANABILITY BY SMART SPECIALIZATION

To respond to economic and societal challenges

Most region faces relentless global competition for talent, ideas and capital.

Regions can only acquire a real competitive edge by finding niches or by mainstreaming new technology into traditional industries and exploiting their

‘smart’ regional potential.

Smart specialization strategies can also be a powerful instrument to tackle social, environmental, climate and energy challenges, such as demographic

change, resource efficiency, energy security and climate resilience.

Ministère de l’Économie,de l’Innovation et des Exportations

Janvier 2016

The Quebec clustering program « ACCORD »

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THE QUEBEC CLUSTERING PROGRAM: A SMART SPECIALIZATION STRATEGY

In 2002, the Quebec government launched the ACCORD project (« a Concerted and Co-operative action for Regional Developement »), inspired from the clustering concept

Niches (market opportunities) was identified in each of the 15 regions, in fonction of the concurrential advantages of each territory.

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THE QUEBEC CLUSTERING PROGRAM: SITUATION STATEMENT

35 clusters of excellency are in activity in 15 Quebec regions

6000 entreprises are regrouped in clusters

500 entreprise leaders work actively in the gouvernance

11 sectors

Transport Marine Environnemental & Green

technologies Technology Wood construction Furniture Mines & Metal Materials Biofood Tourism Biotechnology

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SMART SPECIALIZATION

To improve the innovation process

Improving the innovation process requires smart, strategic choices and evidence-based policy making. Priorities NEED TO BE set on the basis of a bottom-up entrepreneurial discovery process supported by strategic intelligence about a region’s: 1- Assets: industrial structures, clusters, universities, research institutes, science, technology, skills, human capital, environment, market access, governance systems, and linkages and connections with other regions ;

2- Challenges: an ageing population, labour market mismatches, remote location and environmental aspects ;

3- Competitive advantages and potential for excellence: For example, SWOT, foresight and trend analyses, technology mapping, cluster analysis, entrepreneurial knowledge of markets.

Cartographie du système productif québécois en transport terrestre

Trai

ning

and

wor

k fo

rce

deve

lopm

ent

Support organisations and governm

ent

Academic, research center and technology transfers

UniversityTechnology transfers

C.Research

centerAdvance

tech. centers

Center of excellence

Transport and logisticRoad| Airport | Rail

University network

In house training

Technical and

professional training

INRS

QC Gov.

CDA Gov.

Parapublic

State agencies

Bank

Other clusters

Associations

Industrial park

OEM – Vehicle integrators

Powersport vehicles

Public transportation

Commercial and

specialized vehicles

Light weight vehicles

T1 Systems integrators

Infrastructures

Special equipment

Direction system

Suspension system

Breaking system

Exhaust system

Bodywork FramePropulsion system

Gaz / Dieselsystem

Transmission system

ElectricElectronic

Cooling system

Pieces and accessoriesSheet Metal

Interiors components

Plastic

Propulsion, batteries

Electronic components

Surface treatmentMachinery and equipments

T2 Sub-systems suppliersSpecial

equipmentDirection system

Suspension system

Breaking system

Exhaust system

Bodywork FramePropulsion system

EssenceGaz / Diesel

systemntation

Transmission system

ElectricElectronic

Cooling system

T3 Part and service providers

Commodity and material providers

ASSETS MAPPING – QUÉBEC GROUND TRANSPORTATION CLUSTER

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Commercial positioning of companies in the cluster by market segment, systems, sub-systems and manufacturing services


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Geographical positioning of companies within the cluster


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To improve a region’s internal and external connections

Improving internal connections has long been a trademark of innovation policy (e.g. triple helix networks, university-business cooperation, clusters,

etc.). However, regions also need to be outward looking, to position themselves in global value chains, and to improve their connections and

cooperation with other regions, clusters and innovation players.

This is important for the internationalization of their companies, to achieve a cluster expansion and to generate inflows of knowledge relevant to the

region’s existing knowledge base.


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CLUSTER LIFE CYCLE FOSTERED BYSMART SPECIALIZATION


Informal network Emerging cluster Cluster expansion Cluster transformation

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To develop and implement strategies for economic transformation

There are different pathways for regional innovation and development. These include:

a) refresh traditional sectors through higher value-added activities and new market niches;

b) modernizing by adopting and disseminating new technologies;c) diversifying technologically from existing specializations into related

fields;d) exploiting new forms of innovation such as open and user-led

innovation, social innovation and service innovation;e) developing new economic activities through radical technological

change, breakthrough innovations and cross-sectorial projects.


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CREATING SHARE VALUE WITH CROSS SECTORIAL INNOVATION

‘’Breakthrough innovation come from the reunion of stakeholders working at the interface of two or more different industries working together to

integrate their knowledge into an added-value goods or services’’

CROSS SECTORIAL INNOVATION

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www.clustermapping.us

http://www.clustermapping.us/

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FIRST CROSS SECTORIAL INNOVATION PRODUCT DEVELOPPED AND FINANCED AS A COLLABORATIVE PROJECT

SOLIS LUMEN AIR: a complete customer / citizen driven solution

in lighting, recharge station and communication


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SECOND CROSS SECTORIAL INNOVATION PROJECT DEVELOPPED AND FINANCED

GOING DEEPER IN CROSS SECTORIAL CONNECTION TO ATTACHED THE KNOWLEDGE NEEDED TO RESOLVE A COMPLEXE PROBLEM:

HOW TO STOP CHEMICAL OR OIL AND GAZ FIRE WHILE SAVING THE ENVIRONMENT ?

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INTEGRATION OF MULTIPLE FONCTIONAL SYSTEMS TO CREATE A BREAK TROUGHT INNOVATION IN FIRE FIGHTING

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THE FIRST MULTI FONCTION 5 IN 1 FIRE FIGHTING TRAILER AVAILABLE FOR DIFFERENT APPLICATION

www.drago-isi.com

http://www.drago-isi.com/

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THIRD CROSS SECTORIAL INNOVATION PROJECT DEVELOPPED AND FINANCED

DESIGNING A COMPLETELY NEW SCHOOL BUS RESPONDING TO THESE NEED:

LIGHT WEIGHT, SECURE, LONG LASTING AND ELECTRIC!

www.lionbuses.com/en/

http://www.lionbuses.com/en/

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INHANCE OUR CLUSTER VISIBILITY ON THE WEB AND B2B FOR OUR MEMBERS

VISIT THE FIRST CLUSTER BASED VIRTUAL TRADE FAIR IN THE WORLD! www.visiofair.net/v2/transport-virtual-event/

http://www.visiofair.net/v2/transport-virtual-event/

http://www.visiofair.net/v2/transport-virtual-event/

http://www.visiofair.net/v2/salon-transport-terrestre/

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NEXT POSSIBLE STEPS TO MOVE FROM A PROJECT BASED T0 A SYSTEMIC APPROCH IN CROSS SECTORIAL INNOVATION

A1: Strategic analysis of a regiontraded clusters

A2: Mobilize the different cluster governance to foster cooperation

A3: Develop a new emerging cluster branding that include the different traded clusters

needed in a specific emerging market

Identify trend in products and services development in key economic segments and

emerging markets

Going further than a project base relationship

Joining key competitive advantages

to strengthen a regional economy with a unify branding (Example: Quebec Mobility technologies Cluster)

Thank you!

www.9clactci.comwww.tci-nertwork.org

#9CLACTCI

Vincent Dugré | Cluster managerVice-president |operations

Québec ground transportation [email protected]

http://www.9clactci.com/

http://www.tci-nertwork.org/

mailto:[email protected]

tcilatinamerica16 supply chain sustainability through smart specialization and cross sectorial...

Economy & Finance