Complexity Patterns in the Advanced Complexity Management of Value Networks

Abstract

The way of dealing with the strongly increasing complexity of the company itself and its environment has become a key competitive factor. Complexity factors in a variety of different business areas require an advanced Complexity Management. Therefore, knowledge regarding the specifics of the respective complexity, the so-called Complexity Footprint, is decisive to meet requirements and to derive measures by using appropriate instruments. The current Fraunhofer IPA empirical study "advanced Complexity Management -the new management discipline" with more than 190 industrial participants shows, that companies expect a future increase in complexity, but not yet have the tools to deal with it. Furthermore, complexity management is mostly focused on the complexity field product and here in product modularization and variety management. The importance of ideal complexity, of product profitability in response to product complexity in connection with complexity in process and organization is mostly ignored.Within this paper the different activities and instruments of advanced Complexity Management are presented. This includes the approach of complexity patterns in value networks including production and supply chain as well as the summary of several complexity patterns to the Fraunhofer IPA Complexity Footprint. First an up-to-date survey on complexity in value networks is given. Then, the Stuttgart complexity comprehension is introduced. To define the external and internal complexity in socio-technical systems like value networks, the differences are presented. The difference between complicacy and complexity is given, within the complexity dimensions variety, heterogeneity, dynamics and opacity. After this, complexity fields such as goods and services, process and organization as well as their several subfields connectivity and interdependency are established. Examples for complexity in each field are given to highlight the different appearance of complexity. Following, the advanced Complexity Management is introduced and finally the Fraunhofer IPA Complexity Footprint is introduced. Within this Complexity Footprint the complexity patterns in value networks are located and a description is given.

Maturity Models and Tools for Enabling Smart Manufacturing Systems: Comparison and Reflections for Future Developments

“…The application of new digital technologies in manufacturing leads to the rise of new, complex enterprise challenges [3][4] [5]. Integrating so many different technologies inevitably leads to increased complexity of the whole manufacturing system, which might limit the obtainable advantages.…”

دور وضوح سلاسل الإمداد فى العلاقة بین تعقد هذه السلاسل والأداء التصنیعى للمنظمة- دراسة تطبیقیة على قطاع الصناعات الدوائیة بجمهوریة مصر العربیة

“…Finally, using the stepwise linear regression analysis, we conclude that there is a mediating role of supply chains visibility in the relationship between the complexity of these chains and the company manufacturing performance. ‫ةه‬ (Aelker et al, 2013;Jacobs, 2013;ElMaraghy et al, 2012;Wu et al, 2007) ‫ه‬ ‫د‬ ‫د‬ (Jager et al, 2014;Kluth et al, 2014a;Kluth et al, 2014b;Aelker et al, 2013;ElMaraghy et al, 2012;Schuh et al, 2008) ‫ه‬ ‫دفته‬ ‫د‬ (Kluth et al, 2014a;Kluth et al, 2014b;Aelker et al, 2013;Li et al, 2010;Schuh, 2005 ‫د‬ ‫د‬ ‫س‬ (Fawcett et al, 2012;Levy, 2008;Parkhe et al, 2006 6 ‫دفه‬ ‫د‬ ‫د‬ ‫د‬ ‫ل‬ ‫دةهرات‬ ‫د‬ ‫د‬ ‫د‬ ‫ص‬ ‫هاي‬ ‫دت‬ ‫د‬ ‫د‬ ‫د‬ ‫همإ‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫دفهم‬ ‫د‬ ‫د‬ ‫د‬ ‫ي‬ ‫هت‬ ‫إأ‬ ‫داه‬ ‫د‬ ‫د‬ ‫د‬ ‫تخل‬ ‫ه‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫له‬ ‫ذي‬ ‫ه‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫ته‬ ‫املي‬ ‫ه‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫ته‬ ‫هميتج‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫دفرخلفهمق‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫را‬ ‫راتي.يمفطههههههه‬ ‫ه‬ ‫ديه‬ ‫د‬ ‫د‬ ‫د‬ ‫هةىي‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫دةغتهم‬ ‫د‬ ‫د‬ ‫د‬ ‫هرا‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ 7 ‫ه‬ ‫د‬ ‫د‬ ‫دفه.‬ ‫د‬ ‫ه‬ ‫د‬ ‫د‬ ‫م‬ ‫دفهرا‬ ‫د‬ ‫يهاا‬ ‫د‬ ‫د‬ ‫إلس‬ ‫هق‬ ‫ة‬ ‫د‬ ‫د‬ ‫هراحلل‬ ‫هأ‬ ‫د‬ ‫د‬ ‫رح‬ ‫رامة‬ ‫ديهخ‬ ‫د‬ ‫د‬ ‫د‬ ‫قيئ‬ ‫ه‬ ‫هافرة‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫؛هج‬ ‫دف‬ ‫د‬ ‫د‬ ‫د‬ ‫دةهمى‬ ‫د‬ ‫د‬ ‫د‬ ‫غي‬ ‫ديه‬ ‫د‬ ‫د‬ ‫د‬ ‫ي‬ ‫مي‬ ‫ديهفيي‬ ‫د‬ ‫د‬ ‫د‬ ‫ةجي‬ ‫دقفه‬ ‫هأص‬ ‫د‬ ‫هحت‬ ‫لف‬ ‫يهرات‬ ‫ا‬ ‫ةهق‬ ‫م‬ ‫هر‬ ‫هرإلمفرفهم‬ ‫إ‬ ‫إ‬ ‫ه‬ ‫هافرة‬ ‫دةهأ‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫س‬ ‫دةهراح‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫ي‬ ‫دفهرا‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫ه‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫هرال‬ ‫ئ‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫هراا‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫م‬ ‫دفرفه‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫هرإلم‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫إ‬ ‫دفهإ‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫ل‬ ‫هت‬ ‫دفهافرة‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫دفرفهذ‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫هرإلم‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫د‬ ‫إ‬ ‫إ‬ (Hou et al, 2014;Roh et al, 2014;…”