Post on 26-Dec-2015
transcript
Regional innovation strategies beyond Lisbon targets: improved regional innovation performance through cluster management
Dr. Rolf Reiner
Wirtschaftsförderung Region Stuttgart GmbH (WRS)
Content
1. Introduction
the European automotive sector
trends in the automotive sector
the cluster management approach
2. Background
regions and clusters
3. Services and tools
ppp models
examples for services
Lessons learned
Outlook
Introduction: the European automotive sector
OEM and suppliers:
Big multi-technology suppliers
medium-sized, family-owned suppliers of modules in the pre-modularisation sense
suppliers of components, mostly small firms.
Hierarchical structure
Globalisation and regionalisation
System integration and modularisation
Introduction: trends in the automotive sector
High innovation pressure
Increased number of car types and variants
Niches and specialists, knowledge intensive services
Reduced development time
Increased cost pressure and globalisation of the markets
Re-configuration of the production value chain
SMEs need high flexibility and inventiveness.
Innovation is crucial for competetiveness.
Introduction: the cluster management approach
information and communication services
initiation and support of co-operation projects
support of technology transfer
training and qualification
financial services
public relations and marketing
internationalisation
exchange of knowledge and good practices
Overall aim: to develop capabilities at small and medium enterprises and link them up to the fast changing developments in the sector.
Background: Stuttgart Region
~155.000 companies
Gross domestic product: 92 billion Euro (2003)
Unemployment rate ~6 %
Most important industries: Automotive, Engineering, Electrical, IT, Media.
Headquarter of corporate groups such as DaimlerChrysler, Porsche, Bosch, Trumpf, Behr, IBM, HP, Alcatel-SEL etc.
Extremely high research intensity and density
R&D expenditure by industry in the Stuttgart Region makes ~6 % of the GDP!
Background: automotive cluster in the Stuttgart Region
OEM‘s: DaimlerChrysler, Porsche
Suppliers: Bosch, Mahle, Behr, Valeo, TRW, Bennecke-Kaliko, Mann + Hummel, Recaro, Harmann/Becker, ......
SME‘s: 300
Machine Building Industry
Engineering
Research institutions
Roughly 180.000 Jobs
Raw materials, standardized parts
(Tier3)
Component suppliers(Tier2)
Suppliers of systems and modules
(Tier1)
OEMengineering
logistics
IT services
machine and plant
construction
tooling
265 partner companies:
175 SME
155 production companies
60 companies5 OEM
103 service providers & institutions
90 suppliers
Regional distribution:
Upper Austria 165
Other provinces 85
Germany 20
mould making
Background: automotive cluster in Upper Austria
Background: the Hungarian automotive sector
Production Value 6.44 Billion USD (2001)
14% of the total Industrial Production ; 31% of the machining industry
Total number companies: ~ 280-300 Number of companies with system certificates: ~ 220
companies
Advanced automotive systems in place: ~ 110 companies
Total number of employees: ~ 85.000 people
Export ratio: above 90 %
Most important export market: European Union
Significant ratio of foreign ownership: above 80% Approx. 10% of the total FDI, approx. 10 billion Euro in
automotive field
Towards ppp: the emergence of high-tech clusters in the Stuttgart Region
19001930
19601985
Future?
AutomotiveTelecomElectricalTextile
Radio/TVPrintAero
Automotive
Toolmaking
TextilePrint
19952005
AutomotiveTelecomElectrical
ComputersToolmakingMed techRadio/TV
PrintAerospace
AutomotiveElectrical
ComputersSoftwareTelecom
ToolmakingMed tech
MicrosystemsRadio/TVRobotics
Aerospace
AutomotiveTelecomElectrical
ComputersSoftwareMed tech
ToolmakingAutomation
RoboticsMechatronicAerospaceLogistics
AutomotiveTelecomsElectricalSoftware
ToolmakingAutomation
Simulation/VRMed tech
NanosystemsNanomaterialsTech. TextilesMechatronicAerospaceLogistics
Automotive?Nanosystems
FuelcellEnergy ConvertersSensors/actuatorsNeuroengineeringTissue-engineering
Drug modellingSentient computingAutonomous Sytems
...?
Matchstick, Portable Drilling Machine, Automobile, Spark Plug,
Perlon Stockings, Office Photocopier, Lever Arch File, Refrigerator,
Bra, Coffee- Machine, TV-Tower, Mainframe Computer, ABS, Airbag,
ESP…
Public-private partnership: identifying promising fields
Media
Automotive
Virtual Reality/Simulation
DesignICT
Toolmaking
ElectricalET
Fuelcell
A model for ppp: Regional Competence Centres
Well organized regional networks integrating possibly all regional companies, universities, research facilities working in the same field of technology.
Transformation of results to negotiable products and services
Optimization of the use of innovative potentials of companies, universities and research facilities
Stimulation and and support of co-operations(also Private-Public)
Initiation and support start-ups
Platform for (large scale) projects
Competence CentersCompetence Centers
Stuttgart RegionStuttgart Region
The Competence Centre Program
1999: Advertisement of a regional contribution program
„Regional Innovation and Competence Centres“
2000: Installing Competence Centre Support Unit at the WRS
(coordination office)
2000-2002: Supporting the implementation of „Regional Innovation
and Competence Centres“ with a contribution of 2 Mio. €
Since 2003: Supporting innovative projects initiated by the
Regional Competence Centres dealing with the support of the access to national international
contribution programmes the stimulation and support of business co-operations the support of innovative product or service development Budget for project contribution: 250.000 € per year
Competence CentersCompetence Centers
Stuttgart RegionStuttgart Region
Speech Technologies
Vaihingen/EnzMarbach
Kornwestheim
Landeshaupt-stadt
Stuttgart
Backnang
Welzheim
Weinstadt
Esslingen
Göppingen
Geislingen/Steige
Nürtingen
Kirchheim/Teck
Denkendorf
OstfildernLeinfelden-
EchterdingenFilderstadt Kreis GöppingenKreis Böblingen
Kreis Ludwigsburg
Rems-Murr-Kreis
Technical Textiles
E-Government
Environmental Technologies
Logistics
Facility Management
Telecommunication
Mechatronics
Solar Technologies
MediatechnologiesMobile Computing
Online Services
Virtual Dimension Center
Simulation and Virtual Reality in Industrial Applications
Competence Centers in the Stuttgart Region
Fuelcell Technology
Results of the Regional Competence Centre Initiative 16 Competence Centres in different fields of
technology Very high level of participation:
> 350 companies (80% SME) > 60 institutes and research facilities
Extensive private investments could be triggered with little public money
Many co-operation and/or research projects initiated (private and public funded) (> 80)
Significant improvements of the Private-Public-Partnership
Improved access to national and European funding programs for the members
Requests for additional Competence Centres (in and outside the Stuttgart Region)
The personal benefit for the participants: opportunity to get in touch with the direct contact persons – purchasers, engineers, construction, etc.
eg: Bombardier Rotax, BMW Motoren GmbH, Fronius International, Case, ECS St. Valentin, MIBA, Frictec, MIBA Sinter, Magna Intier Ebergassing, Magna Oberwaltersdorf, SKF Steyr, ZF Steyr, KTM Sportmotorcycles,…
Plant visits
Services: plant visits in Upper Austria
Further examples: services offered by PANAC
Access to industry news and information
Trainings, workshops, specialists events
Technology transfer services
Individual company assessment
Industry-wide benchmarking activity
Inter-company learning
International Relations Cluster to Cluster Cooperation (Business Forums, one-on-one business meetings,
international Cluster Cooperation projects)
Technical assistance Project management services
Involvement in EU co-operation projects
Dates and further information: www.automobil-cluster.at
Courses in „Quality management Automotive“
Services: courses offered by Clusterland Oberösterreich
Some recommendations and lessons learned
Critical mass of customers needed
centralised approach for new sectors
decentralised approach for innovation support of „traditional“ businesses
Stakeholders‘ involvement necessary from the very beginning
Public support crucial for success
Cluster management by independent unit
Personal skills of cluster managers crucial for success
Lessons learned: relevance of services and activities
Stage of network creation:
Communication, marketing, events, partnering with other initiatives
Network operation:
Programs, communication, network consistence
Fostering innovation capability:
Projects, access to funding, education and training
Fostering competitiveness:
Projects, programs, education and training
Outlook
DG Enterprise and Industry supports learning in cluster management through Europe INNOVA
11 networks active within 7 industrial sectors
see: http://www.europe-innova.org
Join the first Europe INNOVA conference, Re-innovating Europe: Challenges for clusters and innovative businesses, Valencia, Spain, 26-28 November 2006