Production, Operations and Supply Chain Management
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In the light of incremental environmental degradation, social awareness and resource depletion along with high and volatile resource prices, food packaging manufacturers in Germany increasingly perceive pressure towards the implementation of circular business models. However, there does not exist any data neither about the current deployment of circular business models nor about the active efforts dedicated by manufacturers in the German food packaging industry while in many cases there is lacking expertise of how to implement circular business models. This thesis is going to close this gap by conducting a systematic observation of 41 food packaging manufacturers’ product portfolio and company policy in order to identify the current state of deployment and active efforts dedicated to the implementation. Moreover, the most applicable measures will be analysed in order to capture the level of circularity in the focal industry, while providing a step-by-step guidance of how to implement circular business models. There was found that the German food packaging industry is characterised by an open-loop approach since manufacturers focus on circular inputs but neglect the reuse and recycling of packaging materials. Besides, there could be identified six highly applicable metrics, which measure a range of different fundamental aspects of the circular economy. Finally, there was found that the process of implementing circular business models can be structured into four phases, whereas a set of key enablers permits food packaging manufacturers to overcome certain barriers and facilitates the implementation of circular business models. The conclusion was drawn that food packaging manufacturers in Germany still show noticeable potential for enhancement in order to increase circularity, especially by launching circular product designs, the reuse of certain types of food packaging and implementing a more holistic approach of circular business models.
Cultural considerations for Germans working with Japanese in virtual teams for project management
(2019)
In today’s globalized and multinational working world, being part of a team that uses technology in order to cross distance, time zones and even organizations, a so-called virtual team is becoming increasingly common. While extensive research on this topic is available, most of the current research is very theoretical and only in part useful for a member of a virtual team in order to enhance performance. A clear guideline on how to effectively work in an intercultural virtual team is not existent at this point.
This research, aims to produce a clear guideline for Germans working in virtual teams with Japanese in the style of the Project Management Body of Knowledge Guide. Identifying the key challenges of virtual teams and the specific cultural differences of Germans and Japanese, based on Hofstede’s cultural dimensions model are the starting point for this research. Due to the specificity and the novelty of this research a grounded theory approach has been taken and in-depth qualitative interviews were conducted with 12 Japanese employees, who regularly work in virtual teams with Germans. Grounded in the experiences and challenges of the participants, the findings help construct a guideline for Germans working with Japanese in virtual teams.
Results are structured according to 4 of the key challenges virtual teams face: trust, communication, leadership and technology/knowledge sharing. The guideline addresses the different communication styles of Japanese and Germans, differences in hierarchical thinking as well as the more collectivistic point of view of many Japanese. The guideline, that has been produced, is intended as a quick guide including recommendations for Germans to enhance their virtual team work with Japanese.
Die vorliegende Bachelorarbeit gibt praktische Übungsvorschläge zum Thema Lean Production. Dabei werden zu den Bereichen Wertstrom, Standard, Wertstromanalyse, Wertstromdesign und Rüsten jeweils eine praktische Übung vorgestellt, das Ergebnis erläutert und die Relevanz für Studenten und die Industrie analysiert. Die Übungen simulieren reale Abläufe und Situationen, wie zum Beispiel durch eine Produktionsnachbildung mit einfachsten Mitteln in Form von Legosteinen. Ziel ist es, fertige Trainingsmodule zur Anwendungen in Workshops oder Vorlesungen für Lehrende bereitzustellen. Auf spielerische Art und Weise werden theoretische Inhalte vermittelt und können zu schnellerem Festigen und Verstehen der Theorie beitragen. Die Übungsteilnehmer erarbeiten sich eigenständig Lösungsvorschläge in allen oben genannten Bereichen zum Thema Lean Production.
This bachelor thesis aims at pointing out the importance of sustainability in the apparel industry. Furthermore it contains tools which help companies to implement, improve and monitor social and ecological behaviour within the supply chain of the apparel industry.
The three tools examined are the following:
- conducting audits at the suppliers’ production facilities, - obtaining certifications and - recycling of used textiles.
They mainly refer to improving the suppliers’ ability to act in a sustainable way. The third tool, recycling, aims at building a cycle of resources. After a theoretical presentation, the companies Hess Natur Textilien GmbH and Hennes & Mauritz AG are analysed regarding to their sustainability strategies in their supply chains. Hessnatur is seen as pioneer in the market for natural textiles and H&M is offering low-price clothing.
The results show, that the apparel industry is highly affected by unsustainable behaviour. Manufacturing clothes is labour-intensive, it is consuming many resources and therefore has consequences for people and the environment.
Audits and certification proved to be important tools for implementing sustainability in supply chains. Both companies use them, but they have different approaches. The idea of sustainability is characteristic for the whole business policy of Hessnatur, while H&M added this concept to its existing policy some years ago. Due to those different starting points, Hessnatur was able to build closer relationships with their suppliers than H&M. To sum up, there is not one perfect strategy for sustainability, but every company has to engage in increasing sustainability within the supply chain according to individual circumstances and to the firm’s individual character.