Thesis start date: December 1, 2022
Thesis end date: 2025
Expected defense date: –
Abstract
Proposal for transposing the Information Systems urbanization methodology to an industrial sector: The powertrain.
For several years, industrial sectors have been facing numerous changes, plunging them into an uncertain environment.
Indeed, various announcements related to the fight against global warming (end of production of internal combustion and hybrid engines in 2035 in the EU, rise of renewable energies…), as well as the increased risk of pandemics and the acceleration of technological innovations, are all events that impact the production of many industrial sectors.
“A sector commonly refers to ‘all complementary activities that contribute, from upstream to downstream, to the realization of a finished product.’”
Thus, the notion of a sector encompasses not only companies manufacturing the commercialized product, but also all of its suppliers, whether direct or indirect. The automotive industrial sector, for example, represents all vehicle producers, but also producers of steel, plastics, metal parts, batteries…
Thus, the industrial sector is impacted as much by choices made at the company level as by exogenous events affecting its supply chains (pandemic, economic warfare or armed conflict, technological disruption…).
In an increasingly interdependent economic ecosystem, characterized by both the internationalization of production systems and the growing complexity of products requiring more and more varied suppliers, companies face increasing difficulty in identifying all the actors in their chain or even their value network, as well as the elements that can cause a failure within them. One of the main challenges for sectors is therefore to identify the most fragile elements in their value chain, but also to characterize the most impactful events for their economic situation.
These challenges highlight the need for a decision-making tool that can link decision factors at the company level to those more broadly concerning all actors in the industrial sector.
However, this task is not easy and requires solving several problems:
Indeed, some industrial sectors are destined to disappear or undergo a very significant transformation in the coming years. This is particularly the case for the automotive powertrain sub-sector, which, following the announcement of the end of production of internal combustion and hybrid engines in Europe by 2035, will have to support some of its actors in redirecting towards other automotive sub-sectors (production of electric motors, reconditioning of vehicles already on the market) or towards other industrial sectors whose know-how is relatively similar (e.g., aeronautics or naval industry sectors).
To support this transition and propose new industrial strategies to sector actors, it is first necessary to identify all companies contributing to the productions of that sector.
However, some of the industrial sectors mentioned by industrial federations or competitiveness clusters are sub-sets of industrial sectors as defined by INSEE.
It then becomes more complex to identify the actors and define an industrial scope around them, given the numerous factors that impact them.
The agility and resilience of companies and, more broadly, of the value network thus become a necessity, yet they face several challenges.
Keywords
Industrial engineering, management sciences, urbanization, SCOR, BPMN, MCDM
Partners and/or Funders
OpenStudio
Relevant Sustainable Development Goals
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