Business values company-level models

Depending on the business model(s) chosen, companies need to define their specific innovation headroom . This includes answering questions such as how important are innovations in the segment What do strategic customers need Should companies go for innovation in technology, service offerings, or in the value chain What does that imply for R D capacities and skills How can R D best collaborate with marketing and sales, (potential) customers, and external research institutes What level of external versus internal R D is required ... 

This produced a list of strategic options different business models and value chain positions that would match the most attractive areas. These options were then assessed by a set of criteria that included economic value, feasibility, risk, investments, and fit with the overall strategy and portfolio of initiatives. To test the economic viability of individual products, specific business ideas related to single products/markets were written and pressure-tested. The final decision was made after extensive discussions and more than 80 interviews with experts. While such interviews are essential, it is also important to remain skeptical and avoid the common wisdom trap. It is too early to determine the financial success, but the company has already achieved alignment between the overall strategy, the level of investment, and the organizational setup. 

Planning and scheduling. This module corresponds with the business part of the control hierarchy. It has a business model and based on plant data (current and past values), on external data (market data, external plant info, etc.) and using the company business goals derives a production plan for the plant. It gives capacity production values as well as quality values to the lower, optimization, level. The resolution time at this level is days or weeks. 

At the field level, the implementaticm of manufacturing sustainability rehes on sustainable companies that - in cooperation with other stakeholders - are able to generate and produce — by adopting competitive and sustainable processes and business models - new, high added-value products and services, responding to grand challenges (Jovane et al. 2008). 

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