inspire · 2017. 10. 25. · project acronym inspire grant agreement no 723748 number of the...

INSPIRE Deliverable D 1.1 Selected case studies

V 01

INSPIRE/D1.1 ContractNo.H2020-723748

INSPIRETowardsgrowthforbusinessbyflexibleprocessingin

customer-drivenvaluechain

ECGA723748

DeliverableD1.1

Selectedcasestudies

V1.0

Ref. Ares(2016)7200643 - 30/12/2016

INSPIRE Deliverable D1.1

Selected case studies V 1.0

INSPIRE/D1.1 2 ContractNo.H2020-723748

D1.1–SelectedCaseStudies

DocumentInformation

Programme Horizon2020–SPIRE2016

Projectacronym INSPIRE

GrantAgreementNo 723748

NumberoftheDeliverable 1.1

WP/Taskrelated WP1–Europeanlandscape&stakeholderinterviews

Type(distributionlevel) Public

DateofDelivery 30/12/2016

StatusandVersion FinalV1.0

Numberofpages 66

DocumentResponsible LukAerts–PNOinnovation

Author(s)LukAerts,PNOinnovationincollaborationwithTNO,ZLCand

ITIA

Reviewers RonWeerdmeester




RevisionHistory

Version Date Author/Reviewer Notes

V0.1 8/12/2016 LukAerts FirstversionreadyforReview

V0.2 18/12/2016 RonWeerdmeester Reviewer

V0.2 20/12/2016 FrankBerckers,TNO

KarinKranenburg-

Bruinsma,TNO

MustafaÇagriGürbüz,ZLC

ReviewersTNO,ZLC

V1.0 22/12/2016 LukAerts ImplementationcommentsTNO,

ZLCandITIA




TableofContent

TableofContent.......................................................................................................................4

ExecutiveSummary..................................................................................................................6

1. Introduction.....................................................................................................................9

2. Background....................................................................................................................10

3. BusinessCases................................................................................................................11

4. Selectionprocess............................................................................................................12

4.1. Preliminaryquestions.............................................................................................13

4.1.1. KeyBusinessCasequestions..........................................................................13

4.1.2. Canvasbusinessmodel...................................................................................15

4.2. Criteriaassessment................................................................................................17

4.3. Stratificationapproach...........................................................................................25

4.3.1. Processindustryanddiscretemanufacturing................................................25

4.3.2. Flexibleproductionandtypology...................................................................26

4.3.3. Sectorapproach.............................................................................................28

4.3.4. Businessmodelsarchetypes...........................................................................28

4.4. FinalselectionandobviousBusinessCases............................................................29

5. Resultsandnextsteps....................................................................................................32

5.1. Consolidatedlist.....................................................................................................32

5.2. Nextsteps...............................................................................................................33

6. Selectedcasestudies......................................................................................................35

6.1. HorizontalBusinessCases......................................................................................35

6.1.1. BC4Alrecyclingviacollaborativesupplychain.............................................35

6.1.2. BC5Steel2Chemicals.....................................................................................36

6.1.3. BC18MOBILEFLIP.........................................................................................37

6.1.4. BC20REE4EU.................................................................................................38

6.1.5. BC21RESYNTEX.............................................................................................39

6.1.6. BC40SmartDeltaResource...........................................................................40

6.1.7. BC41CoPro....................................................................................................41

6.1.8. BC56Waste2Aromatics.................................................................................42




6.1.9. BC86SafeChem.............................................................................................42

6.1.10. BC90Veolia....................................................................................................43

6.1.11. BC108Chemicalleasingformetalcleaning...................................................44

6.2. VerticalBusinessCases...........................................................................................45

6.2.1. BC19PRINTCR3DIT........................................................................................45

6.2.2. BC24Leather/fabricfunctionalizationforproductcustomisation..............47

6.2.3. BC26Steel2Machine......................................................................................48

6.2.4. BC27Flexiblemanufacturingofcustomizedshoes......................................49

6.2.5. BC29ImplantableDrugDeliveryDevice.......................................................50

6.2.6. BC30Rapid/AdditiveManufacturing............................................................50

6.2.7. BC38F³Factory..............................................................................................51

6.2.8. BC39LOGICON...............................................................................................52

6.2.9. BC52Polymerbuildingblocks......................................................................53

6.2.10. BC53FunctionalMoleculeProduction..........................................................54

6.2.11. BC54RemoteChemicalProduction..............................................................55

6.2.12. BC94Nestléflexiblemodularfactory............................................................55

6.2.13. BC95Pfizertransportableplant.....................................................................57

7. Conclusion......................................................................................................................58

Annexe1:ListofBusinessCases............................................................................................59




ExecutiveSummary

Arangeofmarkettrendsarecreatingtheurgentneedformanufacturingindustriestoadapttheway

they are organised and interlinked within the supply chains. This offers both threats and

opportunities for the Europeanmanufacturing sectors, and leads to new and reconfigured supply

chain configurations, collaborations and business models that shift from cost competitiveness to

strivingforthehighestvalue.TheINSPIREprojectistargetedatanalysingthesetrends,thewaythey

mayimpactsupplychainconfigurations,howflexibilitycanbedesignedintothesenewsupplychains

andindustriallocationsbasedonstateoftheartenablingtechnologies,aswellashowbenefitsfor

resourceefficiencyandhenceenvironmentalfootprintcanbeoptimised.

Theaimofthis firstdeliverable isprovidingBusinessCaseswhichwill servetoanalysethecurrent

European networks (as a collection of interrelated value chain partners such as raw material

providers, manufacturers, logistics providers, clients, etc.), identify current practices of

delocalization,opportunitiesforandbarriersagainstflexibilityaswellascurrentpracticesfor joint

resourcemanagementandindustrialsymbiosis.Thepurposeofstudyingtheselectedcasesisalsoto

INSPIREthecommunity,i.e.Illustratehowflexibilitycanbeachievedandhowthatprovidesvalueto

aforementionedtrends.

The Business Cases have been selected through desk research and consultation with high-level

stakeholders.Thisfirstanalysisisperformedmakinguseofthedifferentprojectpartners’networks,

previousEUprojects(e.g.R4R,F³Factory,BIOCHEM,etc.)aswellasothermarketclusters(e.g.the

ECO-INNOVERAnetworkofeco-industrialparks,theSmartDeltaResourcesregionalclusteretc.).

The selection process has been performed in an iterative approach through 4 successive stages.

Aftertheprovisionofabout100BusinessCasesanevaluationtablewasmadewithrelevantcriteria

toselect24preliminarysuitableBusinessCases.Inordertogetanoverviewastratificationhasbeen

madeonintuitionbytheconsortiumwithrespecttotypesofmanufacturing(process/discrete)and

flexibility,sectorandarchetype.Afinaldiscussiongivingthepartnerstheopportunitytoamendthe

obtained list resulted in avalidated selection thatwill be used to describe the current European

landscape and link itwith intensified processing and flexibility environments and development of

innovativebusinessmodelsfordifferentsectorsingeneral.

Thisreporthastobeconsideredasalivingworkdocumentwiththeresultsofthevalidationofafirst

assessmenttounderstandthecurrentlandscapeoftheEuropeanmanufacturing/distributionofhigh

value-addedgoodsinhorizontalandverticalstrategies;24selectedcasesarecategorizedin:

· 10“horizontalcasestudies”focusingonresourceoptimisation(especiallylocalsourcingand

industrialsymbiosis),




· 14 “vertical case studies”, lookingat the interconnectionbetweendiscretemanufacturing

and processing industries (especially in consumer targeted domains like the automotive

sector).

InparticularnextBusinessCaseshavebeenpre-selected:

Horizontal

4Alrecyclingviacollaborativesupplychain

5Steel2Chemicals

18MOBILEFLIP

20REE4EU

21RESYNTEX

40SmartDeltaResource(SDR)platform

41CoPro

56Waste2Aromatics

86Safechem

90Veolia

108Chemicalleasingformetal

Vertical

19PRINTCR3DIT

25Leatherfabricfunctionalization

26Steel2Machine

27Flexiblemanufacturingcustomizedshoes

29ImplantableDrugDeliveryDevice

30Rapid/AdditiveManufacturing

38F³Factory

39LOGICON

41CoPro

52PolymerBuilding-Blocks

53FunctionalMolecularProduction

54RemoteChemicalProduction

94Nestléflexiblemodularfactory

95Pfizertransportableplant

These 24 preselected Business Cases will provide input to the next phase in which an in-depth

analysis will be performed of a set-of complementary Business Cases, representing the different

stratifications that have been defined by the partners. Based on amore detailed study including

interviewsweaimtogetusefulinsightsinwhatisinterestinginviewoftheINSPIREobjectives.

The list of presented Business Cases has to be considered as a ‘living work document’. The list

alwayscanbesubjectofmodificationsandcanbeadaptedbasedonprogressinginsightinBusiness

modelandSupplyChainreconfigurationsintheProcessandManufacturingIndustry.Itallowsusto

adaptthelistofcasesbasedonfindingsalongthein-depthanalysismakingafinalselectionforthe

BusinessCasesatalaterstageinWP1.Thisapproachguaranteestoselecttheappropriatecases,

relatedwithenablingtechnologiesasrequiredinWP2andinlinewiththegoalsofINSPIRE.

TheselectionprocessresultsinfollowingclassifiedBusinessCases:


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INSPIRE/D1.1 ContractNo.H2020-723748


V 01


1. IntroductionThe INSPIRE project is targeted analysing trends, the way they may impact supply chainconfigurations,howflexibilitycanbedesignedintonewsupplychainsandindustriallocationsbased

onstateoftheartenablingtechnologies,aswellashowbenefitsforresourceefficiencyandhenceenvironmentalfootprintcanbeoptimised.Themainfocusoftheprojectistheanalysisofinnovative

businessmodelsthatcreateflexiblenetworksbasedonintensifiedprocessingandthereforebenefitmorelocalproduction.TheanalysisshouldcontributetoINSPIREthecommunity,i.e.illustratehowflexibilitycanbeachievedandhowthatprovidesvaluetoaforementionedtrends.

Based on the description of the current European landscape and the link between intensifiedprocessingandflexibility,theexpectedoutcomeoftheINSPIREprojectwouldbethedevelopment

of innovative businessmodels for a selectionof complementary sectorswhere newmore flexibleand demand driven business solutions and supply chain configurations are emerging. The projecttakesanapproachbybringingtogetherthe(downstream)manufacturing(“FactoryoftheFuture”)

communitywith the (upstream)process industry (SPIRE) community, aswell as regional industrialclusters (parks) to study required changes of business models in Europe, due to a.o. 1) furtherintegration of these industries in the value chain leading to more flexible and demand driven

business operation and 2) increased trends towards resource sharing and optimization acrossmultiple process industries (e.g. through industrial symbiosis within regional contexts such asindustrialparks).Thiswillberealisedthroughananalysisofselectedcasestudies.

ThisfirstreportcoverstheapproachofexploringnewandinnovativeBusinessCases.Thisresultsina listof24preliminaryappropriatecasesthatwillbeusedtounderstandthecurrent landscapeof

theEuropeanmanufacturing/distributionofhighvalue-addedgoodsandanalyseverticalsupplyanddistributionfluxesandhorizontalandlocalresourceoptimizationstrategies.


Selected case studies V 01


2. BackgroundThe Sustainable Process Industry through Resource and Energy Efficiency (SPIRE) Public-PrivatePartnership(PPP),launchedintheframeworkofHorizon2020Programme,aimstodevelopenablingtechnologiesandsolutionsalongthevaluechainthatareessentialtothelong-termsustainabilityof

theEuropeanprocessindustries,decouplingeconomicgrowthfromuseofresources.Inthisregard,INSPIREwilldesign integratedbusinessmodelscreatingmorecompetitiveclustersthroughflexibleproduction, resource sharing andprocessoptimization. Specifically, by 2030 SPIRE aims to reduce

fossilenergyintensityintheprocessindustriesbyupto30%fromthecurrentlevelsandreducenon-renewableprimaryrawmaterialintensitybyupto20%fromthecurrentlevels.Togetherthesetwoambitious objectives will contribute considerably to efficiency improvement in CO2-equivalent

footprintsofupto40%fromcurrentlevelsintheEuropeanprocessindustries(source:Cefic.org).

INSPIREwillproposebusinessmodelsthatwilleventuallyleadtoaprocessindustrywithlessstock,lesswaste,andlesstransportation,thereforereducingthecarbonfootprint.INSPIREisrootedintheconcept of increased flexibility through networked manufacturing value chains from resource

optimisation towardsmore flexible demand driven supply chains. The networked based businesssolutions that theprojectwill investigate, contribute tooptimise theenvironment inEurope fromtwomajorangles:

· Flexibility within customer driven supply chains (“vertical”), looking at optimisinginterdependencies between supply chain partners in a network (whether co-located ordistributed,oracombinationofboth)andoptimisingtheiryearly fluxes,basedonprocess

intensification and looking at the interconnection between discrete manufacturing andprocessindustries.

· Flexibility in feedstock enabling resource optimisation at the individual supply chain

partners,buttakingintoaccountthepossibilityfor localsourcingaswellas local industrialsymbiosis and resource management and optimisation in a multi-stakeholder context(“horizontal”).




3. BusinessCasesUnderstanding the current landscape and insight in themeaning of Business Cases and (related)enablingtechnologiesrequiresafirstassessmentofabunchofpropositionsofcases.Theobjectiveofthisistohaveanin-depthdiscussioninordertodefineselectioncriteriafortheseandfuturecase

studiestobeusedinthenextstagesoftheINSPIREproject.TheBusinessCaseswillservetoanalysethe current European networks (a collection of interrelated value chain partners such as rawmaterialproviders,manufacturers,logisticsproviders,clients,etc.)andidentifycurrentpracticesof

delocalization, opportunities for and barriers against flexibility/delocalization as well as currentpracticesforjointresourcemanagementandindustrialsymbiosis.

A list of 100BusinessCases has been selected throughdesk research and consultationwithhigh-level stakeholders. The first analysis of the European networks is performed making use of the

differentprojectpartners’networks,previousEUprojects(e.g.R4R,F³Factory,BIOCHEM,EPOSetc.

–source: spire2030.eu)aswellasothermarketclusters (e.g. theECO-INNOVERAnetworkofeco-

industrial parks, the Smart Delta Resources regional cluster etc.). The selection further has been

madebasedonrelevantmarketcasesforexamplewithinthevaluechainsofprocess industryandexisting EU projects that develop (1) flexibility enabling solutions like the FP7 project F³ Factory(process intensification in a modular concept), the SPIRE 5 project PRINTCR3DIT (process

intensificationthroughAdaptableCatalyticReactorsmadeby3DPrinting)orsimilarprojectsand(2)regional networks targeted atmulti-stakeholder involvement towards joint resource optimisation

andsharing.The 100 different Business Cases are exemplary for different business models with flexible

manufacturingthathavebeenselected.TheyareconsideredaspossiblyinterestingbythepartnersandusefulinviewofanalysesofthecurrentEuropeannetworks.Thecasescombineoneormoreofflexibility enabling technology solutions with either vertical or horizontal supply chain

reconfigurations.ThelistofallproposedBusinessCasescanbefoundinAnnex1.




4. SelectionprocessThe examination of the present landscape of suitable Business Cases is expected to result inunderstanding major drivers and requirements for more flexible and demand-driven sustainablemanufacturing and processing by a limited but complementary and representative selection of

manufacturingandprocessindustrieswithpotentialforimplementingacustomer-drivenmodel.Theaimoftheselectionprocessistoaddress24complementaryandmeaningfulBusinessCasesthatwillbe used to understand themajor drivers and requirements formore flexible and demand-driven

sustainablemanufacturingandprocessing.TheidentificationofsuitableBusinessCaseswasdoneinaniterativeprocessbetweentheINSPIRE

partnersin4differentandsuccessivestages.ThisidentificationisreflectedintoinsightknowledgeofeachBusinessCasewithrespecttodecentralizedandflexibleproductionespeciallyforhighvalue

products. This approach helps to understand and to get a common view on the network ofinterrelatedvaluechainpartnerssuchasrawmaterialproviders,manufacturers,logisticsproviders,clients,etc.by identifyingcurrentpracticesofdelocalization,opportunitiesforandbarriersagainst

flexibility/delocalization aswell as current practices for joint resourcemanagement and industrialsymbiosis.Nextselectionstageshavebeenpassed:

1. Develop selection criteria: After assembling different Business Case proposals a firstworkshopwas organised in order to create a commonunderstanding and appreciation ofthe INSPIRE scope and its approach. A preliminary questionnaire was used in order tounderstand jointly the impact of new business models on requirements for industriallocations (e.g. required resource sharing infrastructures or support services at industrialparks) and the effect on local collaborationmodels, contracts and cost sharing, including

impactonlocationselectiondecisionsofindustries.2. Identifying, scoring and ranking of Business Case candidates: Next, in severalworkshops

withtheconsortiumpartnersa(pre)selectionofrelevantBusinessCaseshasbeenmadeasa

resultofacriteriaassessment.Theresultisapreliminarylistof24BusinessCasesoutof100proposalsfromthelist.

3. Develop a stratification methodology for selecting complementary and meaningfulBusiness Cases: Following a so called “stratification” approach the aim was to createstructureamongthe24selectedcases,toidentifycrowdedandwhitespotsandtoperformafirstexercisetoidentifybusinessmodelarchetypeshencecasetypologies.

4. Fine-tuning,validationandpreliminaryselectionofBusinessCases:Finallyaworksessionwasorganisedinordertoamendandvalidatetheobtainedresults.




Thisselectionprocessmadeitpossibletoselect24verticalandhorizontalcategorisedappropriatecases.

4.1. Preliminaryquestions

4.1.1. KeyBusinessCasequestionsPreliminaryquestionshavebeenwrittendown inorder togatherpreliminary informationabouta

BusinessCase. Thequestions assess the changing supply chain configurations andbusinessmodeltypes;basedonacombinationofrelevantselectionofflexibilityenablingtechnologies,modularity,processintensificationandcontinuousprocessing,separation,purificationandrecyclingequipment

manufacturing technologies, ICT and smart industry and Business Cases looking at theinterconnection between discrete manufacturing industries. These questions have been made toasses 100 Business Cases in order to get insight in key concepts of value chains, collaboration

mechanismsandthusdefiningflexibilityparameters(spatial,resource)tooptimizeflowsinthevaluechain.Thequestionshelptodefinekeyconceptsincollaborationandbusinessandhelptoevaluatein3stagestherelationshipbetweenthebusinessandhorizontalorverticalapproach.

· KeyBusinessCasequestions· LinkwithINSPIRE· What key activities are involved to deliver a value proposition? Key business model

questionsThesequestionshavebeentranslatedintonextBusinessCaseTemplates:




4.1.2. CanvasbusinessmodelDifferentworkshopprovidedthepartnerskeyconceptsofthedifferentBusinessCasesmakinguse

ofthepreliminaryquestionsforthevaluechains,collaborationmechanismsetc. InadditionandinordertogetmoreinsightintheproposedBusinessCases,theevaluationofpossiblechangingsupplychainconfigurationshasbeenperformedmakinguseoftheCANVASmodel.Thisapproachtakesinto

consideration all relevant Business Case elements inspired by the business model canvas modeldeveloped by Alex Osterwalder, considering changes in key supply chain partners and theirinterrelationship,keyactivitiesandthevaluepropositionoftheindividualsupplychainpartners,the

impactoncustomerrelations,resourcemanagementandalignment(e.g.forindustrialsymbiosis)aswellasthechangesincompanycoststructureandkeyrevenuestreams.

PreviousresearchprovidedastartingpointforouranalysesbyplottingthekeychangesofbusinessmodelsontheCanvasasindicatedinthefollowingtemplate:




Smallscaleflexibleplants–towardsamoreagileandcompetitiveEUchemicalindustry;TNOwhitepaper,2015

TheCanvasmodelhasbeenusedtogettheBusinessCaseselectiontothenextlevelandprovidea

firstevaluationof specificcases in theselectionofevolvingsupplychains.TheCanvasassessmentenhancedthediscussiononhowtounderstandandtranslatetheproposedcasesintonovelsupplychainsconfigurationmaps.Moreover,theCanvasmodelprovidedinformationofthebusinessmodel

for each individual supply chain configuration leading to conclusions on how it impacts locationdesign as well as how it impacts resource efficiency (and what is required to accelerate thedeploymentofthesenewsupplychainconfigurations).

This first case approach with the preliminary stage questionnaire and Canvas model in additionprovidedaddedvaluetoelaboratecriteria foramorestandardizedevaluation innextstageofthe

selectionprocess.




4.2. CriteriaassessmentFollowing the collection of 100 Business Cases and the approach based on the preliminaryquestionnaire and the Canvas model, a (pre)selection of case studies was made by the partners

takingintoaccountcriteriathathavebeenusedtoassessinastructuredandonacommonbasethe100selectedBusinessCases.Thelistofthedifferentcriteriahasbeendevelopedinparallelwiththesearch of appropriate cases. The rating of each criterion was made by the different partners

according each individual finding and thendiscussed in jointworkshops. The criteria used for theassessmentare:

BMarchetype Resourceasaservice/….

BusinessCase (Briefdescriptionofthecase)

Criterion Relevancescore

Technologydriven-Relevanttechnologiesforthefuture

1-5 IsthetechnologyakeyDRIVERofimpactandanimportantelementinchangingthebusinessmodel?ItneednotbeTRL9asofyetanditneednotbeatechnologicalchallengeperse

1=no(new)technology,e.g.financialleasing2=smalladaptationofexistingtechnology,impactonbusinessmodelsmall3=technologyhassomeimpactonbusinessmodel4=technologyhasseriousimpactonbusinessmodel5=technologyisakeydriverinbusinessmodelchanges

ImpactonSupplyChain

1-5 Aresupplychainpartners(up-ordownstream)affectedbythecase?Newrolesintroduced?Doesitrequirecoordination(e.g.bydataflows)?Isitchangingperformanceorstructure?Willtherebe(new)middle-men?

1=noimpactonsupplychain2=impactonsupplychainislimited3=structureismoreorlessthesame,butoverallperformanceisincreased4=newroleswillbeneeded,e.g.informationbroker5=manystructureimpacts

ImpactonBusinessmodel

1-5 Isthebusinessmodelofoneormoreactorsinthesupplychaindramaticallyimpacted?Orwillitbe,ifthechangeistotakeplace?

Businessmodelofwhat(ofwhom)?Wefocusonthe“ValueChainBusinessmodel”(Howthevaluechaincreates(andcaptures)value).1=noimpactonanyactor’sbusinessmodel2=Thereisonepartywhosebusinessmodelisaffected,butchangesaresmall,e.g.movefromproducttoperformancebased3=Therearemultiplepartieswhosebusinessmodelareaffected,butchangesaresmall,e.g.




movefromproducttoperformancebased4=Majorbusinessmodelchangerequiredby1party5=Majorbusinessmodelchangerequiredbymultipleparties(probablystronglycorrelatedwithimpactonsupplychain)ItneedNOTbeatruebusinessmodelinnovation,asina“newtotheworld”typeofbusinessmodel.Moreover,insomecasestheinnovationofthebusinessmodelmaythechallengeathand.

Delocationrelevance

1-5 Doesthecasepromoteeitherlocalsourcing,use,industrialisation(i.e.avoidtransportandcentralproduction)(-ascomparedtothereference)

Whatisthereference?1=nodelocationrelevance3=ProductionisclosetoSourcingORUse5=Sourcing,productionandusearealllocal

DiscretemanufacturinglinkedwithProcessindustry

1-5 Towhatextentdoesthecaserequirecoordination,linkingofDMandPI?

1=No,andnopossibility3=Potentially,ifthecaseisalteredandthereisaconcreteproposal(e.g.linkingprecisionfarmingtobiobasedfeedstockforecasting)5=veryobvious

Customisation

1-5 Doesthecasespecificallysupporttakingintoaccountvaryingrequirements(demands)fromcustomers?

1=No2=Customerscanspecifyonlyoneoption,whichhaslimitedeffectonthecustomervalue3=Customerscanspecifyalimitedsetofoptions,whichhavelimitedeffectoncustomervalue4=Customerscanspecifyalimitedsetofoptions(e.g.cars,shoes?),butwithseriousimpactoncustomervalue5=Suppliescanbetailoredtospecificanddynamicmeasuredneeds(e.g.IoT,precisionfarming,…)

Flexibility 1-5 Doesthecaserequireorreflectoneormoreoftheflexibilitytypes:capacity,product,innovation,location,feedstock,energy

1=NONE2=Onetype,butwithlimitedimpact3=Onetype,havingseriousimpact,ormultiplehavinglimitedimpact4=multiple,with1typehavingseriousimpact,being…because…5=multiple,withmorethan1typehavingseriousimpact,being…because…

Sustainabilityrelevance

1-5 Doesthecaseimproveecologicalsustainability?(E.g.woulditreflecta‘positive’LCA?).Include

Whatisthereference?Doweknowofanydebateonthis?1=nosustainabilitycontribution




bothfootprint(direct/localsustainabilityeffectsforthepartyconcerned)andfootprint(effectsthroughoutthevaluechain,LCA).

2=smallsustainabilitycontribution3=significantsustainabilitycontribution4=largesustainabilitycontribution5=verylarge

Potentialtoupscale,replicability(Potentialtoachievehighproductvalueandsubstantialimpact)

1-5 Whatdoesittaketoreplicateorupscalethecasetootherchainsorcompanies,specificallySMEs?Doestheinnovationestablishhigherproductvalue?Inotherwords:howmucheffortdoesittaketoachievesubstantialimpactonEuropeanscale?Intermsofsaleseffort(companybycompany),installation,configuration?Canthesameinnovationbeusedinotherchainsoroutlets?

TheBusinessCaseshouldhavethepotentialofimpact.ThepurposeofthisprojectistoidentifyandclarifyBusinessCasesthatcanachieveimpact(forEuropeanindustry),presumablyby“instantiating”thebusinessmodelmoreoften.Thusthemarketintermsof#similarcasesandtheefforttoconfigurelocallyaretobetakenintoaccount.1=No,wedon’tseeit2=Substantialimpact,butwithfewspecificlargecompanies3=1by1,e.g.sellingequipmentcompanybycompanywithsubstantialinstallationefforts.4=Technologyisrelativelyplugandplay,standardized5=Technologyisscalable,customersdonothavetochangealot(technologicallyorculturally),e.g.Uber

SPIRErelevance 1-5 HowrelevantisthecaseforSPIREscope?IsthetechnologyontheSPIREroadmaporcanitcontributetoitsobjectives?

DoesitaddressResourceEfficiencyandtheflexibilityoftheProcessingIndustry?1=notrelevant2=limitedrelevance3=seriousrelevance4=veryrelevant5=extremelyrelevant

TOTALSCORE Scoresaresimplyaddedup(andthereforecriteriaweighequally)

Wedonotchoosethecasesmechanistically,butusethescoringfordebateandselection.

HORIZONTAL InputsAND/ORoutputsofthe-=focalactor=-oftheBusinessCasesisfromdifferentparties,in(potentially)differentvaluechains(e.g.awaste-watertreatmentfacilitymaytakeonwaterfromachemicalplantandafood-processor)(?)ORtakingbiobasedfeedstocknexttoconventionalfeedstock.

TypicallyassociatedwithResourceEfficiency




VERTICAL TheBusinessCasetakesplacewithinonevaluechain.InputsAND/ORoutputschangesofthe-=focalactor=-oftheBusinessCasesarewithinthesame(existing)valuechain.E.g.competitorscollaborating(“Captain”inretail)(withinthesamevaluechain‘link’type)oraplatformlikeUber,Airbnb

TypicallyassociatedwithOptimization(Cost),performanceandinnovation.TakingonabiobasedfeedstockisbothaVerticalandHorizontal,dependingonthespecificimpacts:Aproductmarketedasgreen(asaresult)isvertical

Thefirst(pre)selectionof24casestudieswasmadetakingintoaccounttheoveralltotalscorefrom

the criteria table. A number of physical and virtual workshops have been held to jointly score aseries of different Business Cases in order to develop a joint understanding on how to score theBusiness Cases using the selection criteria. Following that all cases have been evaluated by the

differentpartnersandscoredonascaleof5.TheBusinessCaseshavebeenrankedaccording thehighestoverallscoreasaresultofthesumofthedifferentcriteria.Asaresultinitiallyfollowing24BusinessCaseshavebeenpre-selected.

Nr.BC

NameScore(max50)

Hor/Vert

Description

86 SafeChem 46 H SafeChemEuropeGmbHhasaportfoliotomanagetheproduct-specificrisksofchlorinated

solvents.Thebasisisaclosed-loopconceptusingacontainersystemforthehandlingoffreshsolventsandthetake-backofusedsolventsfor

recycling.SafeChemisdevelopinginnovativeconceptssuchaschemicalleasing,wherecustomerscanleasethecompletecleaning

processforafixedmonthlyleasingfee.

61 3DPastaprinting 45 V 3DpastaprintingallowscompanieslikeBarillatocreatepastaofdifferentformsandcompositions,

butalsousinglocalingredientsandlocaluse.

29 ImplantableDrug

DeliveryDevice

44 V Intersectionofdigitaltechnologyandmedicine.

Currentlybeingdevelopedandtested;

53 FunctionalMolecule

Production

44 V Specificurethaneproductswithlimitedshelflifearetobeproducedatornearcustomer’ssiteor

post-treated.Bothdifferentstrategieshavetobeconsidered.




26 Steel2Machine 43 H Introductionoftechnologies-Theideaofthecaseistoinvestigatenewbusinessmodelsandsupply

chains,enabledbythenew"Industry4.0"technologies,forahigherintegrationofsteelproducers(processindustry)andcustomer

companiesusingsteeltomanufacturefinalproducts(discretemanufacturing)

19 PRINTCR3DIT 42 V TheconceptofPRINTCR3DITistoemploy3Dprintingtoboostprocessintensificationinthechemicalindustriesbyadaptingreactorsand

structuredcatalyststotherequirementsofthereaction.Thismanufacturingtechniqueisparticularlyusefulinreactionswherediffusion,

mixingand/orheattransferarelimitationsagainstreachinghigherperformance.

32 ElectricMotorsin

automotiveindustry

42 V Theincreasinglyimportantroleofelectriccars

needstodevelopnewsupplychainconceptsinautomotiveindustry.Thisnotonlyinvolvesinboundandoutboundprocesseswithexternal

suppliersanddealersbutalsoin-houseoperations.

2 Neodymium

recovery

41 H Recyclingrareearthelements(REEs)usedin

advancedmaterialssuchasNdmagnetsisimportantfortheefficientuseofREEresources

whenthesupplyofseveralREEsislimited;

20 REE4EU 41 H TheREE4EUprojectwillrealizeabreakthroughinsecuringtheavailabilityofrareearthelementsin

Europe,providingforthefirsttime,acosteffectiveandefficientmethodofextractionanddirectRareEarthAlloysproductionfrom

abundantlyavailablein-processandend-of-liferareearthcontainingwastestreams.REE4EUwillalsodevelopurgentlyrequiredmarketdataon

end-of-liferareearthavailabilityandatriplevalue-chainBusinessCaseforanewEuropeansecondaryrareearthalloysproductionsector.




24 Leatherfabricfunctionalization

24 V Thecasedealswithchemicalcompaniesprovidingnewservicestofootwear/clothingsector.

Nowadays,customizationcanstartfromtheprovisionofcustomizedrawmaterialsandpersonalizedcomponents.Thefunctionalizationof

rawmaterialsandcomponentsimpliesrevisionoftheproductionprocessandoftheproductionnetwork.

52 PolymerBuilding-Blocks

41 V Productionofbuildingblocksforpolymerseitherbyi)recycling/de-polymerisationofplastics

and/orbyii)biomassconversion(e.g.thermo-chemical,biochemical,…).Alternative(co)feedstockstopetrochemicalfeedstock

(cracker,BTXplant).Thiswillcontributetosecuresupplyoffeedstock,dampenpricefluctuations(e.g.oilprice)andmayreduceeffectof

unpredictableCO2taxing.

54 RemoteChemicalProduction

41 V Decentralon-siteproductionofprocesschemicalsusing(renewable)electricity,e.g.hydrogen

peroxide,ammonia,chlorine.Distributedandlocalconversionofbiomasstointermediateproductsthatcanbetransportedstoredand

traded,inself-containedmodules.Severalroutesexisttowardsdifferentintermediates:e.g.torrefactiontochar,pyrolysistooil,gasificationto

syngas.

58 Personalized

FMCG

41 V Forcosmetics,shampoosanddetergents

companieslikeP&GandHenkelarecontinuouslylookingtofindnewflavoursandadditivesforpersonalizedproduction,potentiallyviaan

"Amazonfordetergents"

59 CustomizedPaint 41 V CompanieslikeAKZOarelookingtocreatecustomizedpaintswithspecificcharacteristics.

30 Rapid/AdditiveManufacturingImpactof3D

Printing

40 V Newplayers(e.g.,suppliersofthese3Dmachines/softwaredevelopersthatmaysellthecodes/manufactureoftopologicallyoptimized

components)andnewproductdevelopment




technologies mightrequireinputofthesecompanies;

56 Waste2Aromatics 40 H Thermochemicalandbiochemicalconversionofsugarandlignincontainingresidualstreamstoproductslikefurans,acids,diols,phenolsand

aromates.Feedstocksupplyvariableinquantity,composition,location,andseason.

108 Chemicalleasingformetalcleaning

40 H Inanefforttomaketheirmetalcleaningprocessesmoreefficientandsafer,thecompanysearchednewwaystooptimizeitsconsumptionof

PERC.ThecompanyjoinedhandswiththeGermanchemicalsupplierSAFECHEMEuropeGmbH,aDOWsubsidiary,andaGermanmanufacturerof

highqualitymetalcleaningmachines,PEROAG,tomutuallyassessthepotentialforimplementingaChemicalLeasingbusinessmodelforthecleaning

operation.

4 Alrecyclingcollaborative

supply

39 H TheBusinessCasecoversaluminiumprintingplateswhicharevitalconsumablestotheoffset

printingindustryinaclosedloopsupplychain.Tosupportthecirculareconomybusinessmodel,thesetupofacollaborativesupplychainwithhis

partnerswascrucial.

31 Metalsand

MineralsIndustryforSustainability

39 H MITandmetals/mineralsindustryarebringing

togetherideasanddevelopmentsofsolventsfromotherindustriesthatcouldberelevantformetalsextractionormineralsseparation.Generatingnew

extractionwaysreducingtheimpactintheenvironment.Metals&MineralsfortheEnvironment(MME)programfromMIT




106 Advancedprocesscontrol

(apc)forcontinuousprocessing

39 H APCsoftwaretoenablereal-timecontrolusingmultiplein-lineanalytics(PAT)utilisingbothfeed-

forwardandfeed-backcontrol,coupledtonewcontinuousprocesstechnologiesbeingbroughttomarket,offerthechanceforproducerstodevelop

anew'manufactureatthepointofneed'modelforhighvaluelowvolumeproductsandreducethedeliveredcostsofproductstothecustomerby

upto50%throughsavingsinthesupplychain,increasedstockturnsandreductionsinnon-valueaddingactivities.

90 Veolia 38 H Veoliahaspioneeredtheproductionofbio-plasticsfromsludge.Wastewatertreatment

systemstodayoftenusebacteriathateatsludgeandneutraliseitintocarbon.Usingproprietarytechnology,Veoliaachievedabreakthroughin

convertingthis'wastewatercarbon'intobiomassrichinPHA.ThePHAaddsvaluetothebiomassasithasmechanicalpropertiesequivalentto

polypropyleneandis,thus,valuableinmakingconsumerplasticsandchemicals.

95 Pfizer

transportableplant

38 V Pfizer,togetherwithpartners,developeda

conceptforPortableContinuousMiniatureandModularManufacturing.Intheconcept,formulationisdoneinamoveablecleanroomthat

canbetransportedtocustomersites.ActiveingredientswillstillbeproducedintheUS,tominimizetechnologytransfer.

27 Flexmanufacturecustomizedshoes

27 V Masscustomisationandpersonalisationforcecompaniestoincreaseflexibilityofthewhole

supplychain.Inatraditionalandmaturesectorasthefootwearindustry,theimplementationofnewITtechnologiesandparadigmstogetherwiththe

introductionofrobotsinthemanufacturingline,advancedsustainableprintingandcuttingtechnologiesandadditivemanufacturingcan

modifytheexistingdesign,productionand




deliveryprocesses.

94 Nestléflexible

modularfactory

37 V Nestléhascreatedablueprintforaflexible

modularfactory,thatcanbebuiltinhalfthetime(<12months)ofatraditionalfactory,andat50-

60%ofthecost.ItenablesNestlétorapidlycreateafootholdincountriesinAfricaandAsia,gettingclosertotheircustomersandrawmaterial

sources.Thefactoryismadeofready-to-useelementsthatcanbeassembledonsite.

4.3. StratificationapproachInordertoobtainacertainstratificationinlinewiththeINSPIREobjectivesasecondassessmentofthe24(pre)selectedcaseshasbeenmade.Thegoalsweretocreatemoreoverviewandstructure,to

identifycrowdedandwhitespotsandtomakea firstexerciseto identifycomplementarybusinessmodelarchetypes.Following4stratificationcategoriesareused:

Processindustry/discretemanufacturing

FlexibleproductionandtypologySectorBusinessmodelarchetype

The stratification according different archetypes has been done based on intuition by theconsortiumandthenvalidated.Theclassificationinconsequenceisnotbasedonformaldefinitionsbutoriginallywasidentifiedforsinglecompanies.

4.3.1. ProcessindustryanddiscretemanufacturingAnalysing the first set of pre-selected Business Cases, it became clear a difference can be seen

between1) cases predominantly focusedonBusinessmodel changes in theprocess industries, 2)casespredominantlyfocusedonBusinessmodelChangesinthediscretemanufacturingiIndustryand3) cases where business model changes have been determined by emerging or enabling

technologies.Withrespecttothetypologythe24(pre)selectedBusinessCasescanbeclassifiedaccording:




4.3.2. FlexibleproductionandtypologyAnotherwayofclassifyingtheselectedBusinessCasesisbylookingattherelevanceofflexibility.A

numberoftrendsinthemarkethaveledtoagrowingneedforinstantreactionsonchangingmarketcircumstancesandanincreasingneedforflexibilityinoperationsi.e.Increasingvolatilityindemand,Highvolatilityinpricesforfeedstockandenergy,ShorterproductlifecyclesandDemandgrowthin

emergingeconomies.

Process industry

• 86Safechem• 53FunctionalMoleculeproduction• 26Steel2Machine• 2Nemodymium recovery• 20REEFEU• 52Polymer Building-Blocks• 54RemoteChemicalProduction• 59Customized Paint• 56Waste2Aromatics• 31MetalsandMineralsIndustryforSustainability• 90Veolia• 95Pfizertransportableplant

DiscreteManufacturing

• 613DPastaprinting• 29ImplantableDrugDeliveryDevice• 32ElectricMotorsinautomotiveindustry• 24Leather fabricfunctionalization• 58PersonalizedFMCG• 108Chemicalleasingformetalcleaning• 4Alrecyclingcollaborativesupply• 27Flex manufacture customizedshoes• 94Nestléflexiblemodularfactory

Enablingtechnologies

• 19PRINTCR3DIT• 30Rapid/AdditiveManufacturingImpactof3DPrintingtechnologies• 106Advancedprocesscontrol(apc)forcontinuousprocessing• 28LCAforsustainableassessmentinValueChain

HighFlexible production

• 613DPastaprinting• 53Functional Moleculeproduction• 24Leather fabric functionalization• 52Polymer Building-Blocks• 54RemoteChemicalProduction• 58Personalized FMCG• 59Customized Paint• 56Waste2Aromatics• 90Veolia• 95Pfizertransportableplant• 27Flex manufacture customizedshoes

• 94Nestléflexible modular factory

Lessflexible production

• 86Safechem• 29Implantable DrugDeliveryDevice• 26Steel2Machine• 32ElectricMotorsinautomotiveindustry

• 2Neodymiumrecovery• 20REE4EU• 108Chemicalleasingformetalcleaning

• 4Alrecyclingcollaborative supply• 31MetalsandMineralsIndustryforSustainability

• 28LCAforsustainableassessmentinValueChain(enablingtechnology)

Enabling technology for flexibleproduction

• 19PRINTCR3DIT• 30Rapid/AdditiveManufacturingImpactof3DPrintingtechnologies

• 106Advancedprocesscontrol(apc)forcontinuousprocessing




Inrespondtothesetrendstheindustryisincreasinglylookingfordecentralised,flexibleproductioncapacity,especiallyforhighvalueproducts.Someofthepre-selectedcasesaremorerelevantfrom

thispointofviewthanothers,asindicatedinthecategorisation.Theflexibilitytypeswereoriginallyidentified for single companies. At a later stage wemight introduce additional types p.e. energyflexibilityforfeedstock,flexibilityinthesupplychainduetospecificfactorsetc. Inordertoenable

more flexible and demand driven manufacturing in the supply chain, it is important to look atdifferent typesof flexibility tounderstand the impactonbusinessmodels,and inconsequenceonresearchneeds.Currently the conceptsof flexibleproductionaremainlyapplied inR&Dandpilot

setting,butrecentlyquitesomeexamplesofsuccessfulcommercialimplementationwerereportedmainly inareaswherethe innovationhasthehighestvalue, i.e.pharmaceutics, finechemicalsandspecialties. For the purpose of the selection process we can distinguish the following types of

flexibility(typology-source: Small-scaleflexibleplants-TowardsamoreagileandcompetitiveEUchemicalindustry:TNO2015R10756)

· Capacityflexibility:aplantshouldbeabletoproducesmallvolumesinacostefficientway.

When local demand growsor prices of feedstockor energydrop, it shouldbepossible toscaletheplantupordowneasily.

· Productflexibility:aplantshouldbeeasilyadaptabletoswitchtoanotherproduct.· Innovation flexibility: small-scale plants that are used in R&D and pilot setting should be

veryeasilyadaptabletotryoutinnovativeproductsandprocesses.· Locationflexibility:theplantshouldbemoveablefromoneplacetoanother.

· Feedstockflexibility:theplantshouldbeabletohandledifferentkindsoffeedstock.

Accordingthetypeofflexibilitythe24(pre)selectedBusinessCaseswithflexibilityrelevancecanbe

classifiedasfollows:




4.3.3. SectorapproachThe manufacturing sector is probably the most varied activity within the non-financial businesseconomy. Preliminary initial analyses of the pre-selected Business Cases show predominantly

featuresofprocessindustryordiscretemanufacturingaccordingdifferentsectors:

4.3.4. BusinessmodelsarchetypesTheinitialassessmentofthepre-selectedBusinessCasesleadstoafirsthigh-levelidentificationand

descriptionofdifferenttypesofcomplementarybusinessmodels.These“archetypes”canrefertoafullbusinessmodel,orasimplifiedbasicmodeloraspecificaspectorelementofabusinessmodel.It is not intended as being comprehensive with respect to the full range of archetypes or

classifications but provides the possibility to aim for complementarity and in particular coversbusiness research. The in-depth descriptions of business model archetypes is subject of furtheranalyse. Ordered around 5 ‘archetypes’ of business models, 19 of the 24 (pre)selected Business

Casespreliminarycouldhavebeenclassified.




4.4. FinalselectionandobviousBusinessCasesDifferent cases categorised in the stratification stage are less appropriate hence do not fit in thescope of SPIRE in particular to the core criteria “Discrete manufacturing linked with Processindustry” or “Flexibility relevance”. Notwithstanding the overall high score > 35/50 according the

criteriatableaminimumscoreof‘4’forthesetwocriteriahasbeenusedtofiltercases.

• 4Caseshavebeenconsideredas lesssuitable.Onecasecanbeconsideredas ‘norelevantcase’ (LCA for sustainable assessment in the Value Chain) while three cases (3D

Pastaprinting,PersonalizedFMCG,CustomizedPaint)havebeenappreciatedhavinglimitedconnection todiscretemanufacturing (verticalcases)norare theyhighly representativeasresourceefficiencycases(horizontalcases).

• In order to obtain a complementary set of relevant Business Cases and based on the

progressing insightsduringtheclassificationprocess, ithasbeendecidedtoaddadditional

types of relevant Business Case types which were deemed underrepresented in the pre-selection 1) a Business Case Type focusing on ICT driven Business model Changes, 2) aBusiness Case looking into “design constraints for new decentralised locations, whichwould position them, if applied, in the industrial symbiosis category" (as indicated by theSPIRE-06-2016 call topic) and 3) a forward looking Business Case enabling analyses ofmodular,containerisedandmovableprocessindustries

4‘new’caseshavebeenadded:‘F³’,‘LOGICON’,‘CoPro’and‘SmartDeltaResource’(SDR)platform.

Thisresultsin24casestoclassifyinobviousBusinessCases.

Based on and in viewof the analyses to be performed in the second phase ofWP1 (analyses ofBusinessCases)andinWP2(selectionandassessmentof10enablingtechnologiesformoreflexible




supplychains),the24(pre)selectedcasestudieshavebeendiscussedinafinalworkshopamongthepartners.InordertoobtainaselectioninlinewiththeINSPIREobjectivesafinalselectionwasmade

andclassifiedindifferentsub-archetypesaccordingnexthorizontalandverticalcaseapproach.Horizontal1. CRMrecycling2. Chemicalparkindustrialsymbiosis3. Localsourcingandpre-treatmentofwaste

Vertical4. 3DPrinting

5. Bio-basedmaterials6. Localmodular/containerisedproduction7. Servitisationoftheprocessindustry

8. Remoteprocesscontrolofdecentralisedproduction=ICTdriven9. Masscustomisationofconsumergoods10. Processindustrytocustomisedsmallscalebatches

The3horizontaland7vertical typescanbeseenassubarchitypesof thedescribedstratification.ThistranslatestheobtainedBusinessCasesclassifiedaccording:


V 01



V 01


5. Resultsandnextsteps

5.1. ConsolidatedlistAsaresultoftheiterativeselectionprocessincluding(1)the(pre)selectionofcasestudiesfromalistof100cases,(2)therankingaccordingtheoverallcriteriaassessment,(3)thestratificationand(4)the evaluationmade during the final workshop the following case studies have been selected tocarry out interviews: 14 “vertical case studies”, looking at the interconnection between discretemanufacturingindustries(especiallyinconsumertargeteddomainsliketheautomotivesector)and10 “horizontal case studies” focusing on resource optimisation (especially local sourcing andindustrialsymbiosis).Horizontal4Alrecyclingviacollaborativesupplychain5Steel2Chemicals18MOBILEFLIP20REE4EU21RESYNTEX40SmartDeltaResource(SDR)platform56Waste2Aromatics86Safechem90Veolia108Chemicalleasingformetal

Vertical19PRINTCR3DIT24Leatherfabricfunctionalization27Flexiblemanufacturingcustomizedshoes29ImplantableDrugDeliveryDevice26Steel2Machine30Rapid/AdditiveManufacturing38F³Factory39LOGICON41CoPro52PolymerBuilding-Blocks53FunctionalMolecularProduction54RemoteChemicalProduction94Nestléflexiblemodularfactory95Pfizertransportableplant




Classifiedaccordingtheproposedarchitypethiscanbepresentedas:

This table represents a total of 24 complementary case studies that combine one or more offlexibility enabling technology solutions with either vertical or horizontal supply chainreconfigurations.Theywillbeanalysedinordertodetermineatameta-levelthetrendsin“vertical”supply and distribution fluxes and requirements, including geographical distances and constraints(spatialflexibility)inthesupplychainofspecificinterrelatedindustrialsectors(e.g.automotive,steelandchemicals),andtheirimpactonlocationselectiondecisionsofindustries.

5.2. NextstepsThecriteria listhasbeendevelopedinparallelwiththecasesandthestratificationandarchetypesarenotbasedonformaldefinitions,butratheronintuition-latervalidatedbytheconsortium.Alsothe flexibility typeswere originally identified for single companies. The list of presented BusinessCasesthereforehastobeconsideredasa ‘livingworkdocument’. Itallowsustoadaptthe listofcasesbasedonfindingsalongthein-depthanalysismakingafinalselectionfortheBusinessCasesata later stage in WP 1. This approach guarantees to select the appropriate cases, related withenablingtechnologiesasrequiredinWP2andinlinewiththegoalsofINSPIRE.

Progressing insight will be achieved through empirical evidence and interviewswith stakeholdersthat indicate the technologies (WP2), thus serving as archetypes for the business models to beproposed (WP3). The input from representatives from both discrete manufacturing and processindustrywillbeembeddedinthedevelopmentprocessofthebusinessmodelsolutions.Specifically,technologies and strategies in use in discrete manufacturing will be considered as potentialcandidatesolutionsformasscustomizationintheprocessindustrythroughprocessintensification.




Theproposedstratificationandcategorisationsisrelevantforfuturefine-tuningoftheBusinessCaseselectiononcethefirstwaveofBusinessCaseanalysesinWP1willhavebeendone.Itispossibleoneadditional flexibility types will have to be taken into consideration for the supply chain or othersubcategoriesneedtobeintroducede.g.energyflexibilityasasubcategoryforfeedstock.

BasedonafinalselectionofpredominanthorizontalandverticalBusinessCasesnextstepsaretheassessmentondeterminingcritical success factors thatensureorhindersuccessfuldeploymentofsuchforms,definingflexibilityparameters(spatial,resource)tooptimizeflowsinthevaluechainandthe identification ofmajor supply chain issues (product/market/consumer/industry characteristicsthat favour delocalization and flexibility) making globalization and international sourcing moreattractive.Thisresultsinashortlistwithcriticalissuesandglobal/localsupplychainconfigurationsas an important source of business model design requirements to be further analysed in thefollowingworkpackages.




6. Selectedcasestudies

6.1. HorizontalBusinessCases

6.1.1. BC4AlrecyclingviacollaborativesupplychainTheBusinessCasecoversthesupplyofaluminiumprintingplates,whicharevitalconsumablestotheoffset printing industry. Agfa Graphics is aworld-leading supplier of such plates,which representmore than 60% of its turnover. Agfa Graphics, as plate supplier, involved aluminium suppliers,logistics partners for scrap collection andprint companies to roll-out a circular economybusinessmodel, calledNet-of-Aluminium(NoA): Agfa Graphics remains the owner of the aluminium at allstages of the life cycle. Consequently, they introduced an Internal Change Program involvingPurchasing,TotalQualitymanagement,SupplyChainManagement,AccountingandMarketingandSales. To support the circular economy businessmodel, the setup of a collaborative supply chainwithhispartnerswascrucial.

In this collaborativeSupplyChain,newprocessesand ICSdevelopmentswere initiated tomanagetheinventoryofaluminium:asAgfaGraphicsnowkeepstheownershipofaluminiumtravellingtheworld, inventorymanagementwas extended beyond its ownpremises, including the inventory at




the customers’ sites andat recyclingplants. Theproject is selected tobring supply chainprojectsundertheattention.Withtheproject,AgfaGraphicsandanumberofpartnersinthesupplychainofprintingplatespresentedasustainableclosed-loopsolutiontotheirhigh-volumecustomersinwhichhigh-gradealuminiumcanbe reusedwithoutvalue loss.Anevaluationof thecarbon footprint forprintingplatesshowedfirstevidencethattheimpactofthelifecycleofplatesontheenvironmentishighly influencedby theproductionof thealuminium itself. The studydemonstrated that currentrecyclingtechnologiesallowfortheuseofrecycledprintingplatesintheplateproductionprocess.Thisreducesthetotalcarbonfootprintwith70%giventhealuminiumiscarefullysentbacktothemanufacturerafterbeingusedon theprintingpresses.Consequently, the setupofa collaborativesupplychainiscrucial.TheBusinessCaseinvolvesthesupplyofaluminiumprintingplates,whicharevitalconsumablestotheoffsetprintingindustry.AgfaGraphicsisaworld-leadingsupplierofsuchplates,whichrepresentmore than 60% of its turnover. Agfa Graphics, as plate supplier, involved aluminium suppliers,logistics partners for scrap collection andprint companies to roll-out a circular economybusinessmodel, calledNet-of-Aluminium(NoA): Agfa Graphics remains the owner of the aluminium at allstages of the life cycle. Consequently, Agfa Graphics introduced an Internal Change Programinvolving Purchasing, Total Quality management, Supply Chain Management, Accounting andMarketingandSales.

6.1.2. BC5Steel2ChemicalsSteel2Chemicals builds on a recently developed, lab-scale proven, heterogeneous catalyst (DOW)that enables Fischer Tropsch (FT) technology to use industrial waste-gases to produce chemicals.Such a syngas based route towards high-added valuematerials and chemicalswould, for the firsttime,enabletheuseofnewfeedstockslikewastegasesfromsteel,wasteorbiomassindustrytobeused across several carbon consuming industries. The combination of industrial waste-gases,containing CO and H2 into a single stream with high valorisation potential will enable forunprecedented savings in term of costs and environmental emissions (>20Mton/year CO2-eq) intwo of the most energy and resource intensive industries in Europe, i.e. the Steel and Chemicalindustry.TheprojectdemonstratesthatthenovelFTtechnologyworkswithindustrialwastegassuppliedbyasteelmill,whileinvestigatingthepossibilityofafullycircularvaluechainfromsteelindustrywaste-gastothere-useofwasteplasticsascarbonsourcefor thesteel-mill.FurthermoreCO2utilizationwill bedemonstratedviaAcceleratedCarbonationTechnologyasa solution to capture substantialamountsofCO2intheformofaggregatesthataresuitableforbuilding&constructionapplications.




From a “chemical perspective”, the project will reduce CO2 emissions and reduce use of fossilresourcesby:

• WasteCOconversionintoproducts(avoidanceofCO2formation);• WasteCO2captureandconversionintobuilding&constructionmaterials(reductionofCO2

emissions);• Waste-gasusedforproductionofsyntheticnaphtha(reductionoffossilnaphthause);• Waste-plasticsrecyclingasfeedforBlastfurnaces(reductionofcoaluse).

Successful technical demonstration of the Steel2Chemicals conversion process will enable newpartnershipsbetweenthesteelandchemicalindustry,aswellaspartnersdownthevaluechain(e.g.Fast Moving Consumer Goods) and side steams (e.g. Building & Construction materials), as ashowcase for cross-sectorial industrial symbiosis (IS). The support letters to this project show theinterestoftheseindustries.

6.1.3. BC18MOBILEFLIPMOBILEFLIP (MobileandFlexible IndustrialProcessingofBiomass)relatestothetopicsaddressedbythecallforSPIRE-SUSTAINABLEPROCESSINDUSTRIES,Topic:SPIRE-02-2014Adaptableindustrialprocessesallowingtheuseofrenewablesasflexiblefeedstockforchemicalandenergyapplications.MOBILE FLIP aims at developing and demonstrating mobile processes for the treatment ofunderexploited agro- and forest based biomass resources into products and intermediates. Theprocesseswillbeevaluatedintermsofrawmaterialflexibility,asthebiomassresourcesaretypically




scattered and seasonal. Process concepts have been designed around the key technologiespelletizing, torrefaction, slow pyrolysis, hydrothermal pre-treatment and carbonisation. Theproductsvarydependingontheprocessconcept,beingtypicallyfuelsassuchorforco-combustion(pellets, torrefied pellets, biocoals), biochars for soil remediation, biodegradable pesticides foragricultural or forestry use or chemicals for wood panel industry and sugars and hydrolysablecelluloseasintermediateforthesugarplatform.

Someof theproducts aremarketable as such,while someothers are intermediates tobe furthervalorisedbyintegratedlargeindustries.Inthelattercase,themobileunitpre-extractsthevaluablecomponentsordensifiesthebiomasstoreducetransportationcosts.Over-the-fenceintegrationtolargeindustrieswillbeonemeanstoensuretheavailabilityofutilities,suchassteamandelectricity,whereas in some mobile process concepts the utilities can be produced at site for internal orexternaluses.Theconceptevaluationsaresupportedbothbyresearchandindustrial(SMEandlargeindustries)partnersinthewholevaluechains.Preliminarybusinessplanispresentedintheproposalandwillbeupdatedduringtheproject.Dissemination,communicationandexploitationactivitieswillbeanintegralpartoftheproject.Amilestoneisdefinedinthemidtermoftheprojecttoidentifythemostfeasibleprocesslinesfordemonstration.Life-cycleanalysisandawidesustainabilityevaluation(economic, environmental and social assessment) will be carried out for the process concepts inordertoclarifytheirpotentialforflexiblerawmaterialvalorisation.

6.1.4. BC20REE4EURare earth elements (REEs) are the seventeen chemical elements lanthanides, Scandium andYttrium.Becauseoftheirgeochemicalproperties,REEsaretypicallydispersedandnotoftenfoundconcentrated as RE minerals in economically exploitable deposits. REEs are considered “key-enablers”ofgreentechnologies,astheyareused inhybridelectricvehicles,windmills,andhighlyefficientelectricmotors.ThedependenceonChineseexportsmakesEurope,andwesterncountries

in general, extremely dependent and vulnerable to Chinese marketcontrol. ThereforeREEare considered tobematerialswith thehighestsupply-risk.Regaining REE from RE-containing waste streams may constitute animportant RE secondary source in Europe. A recent study, based ondetailedtradedata,estimatestheglobaltradeinRE-containingproducts




in2010ataround€1.5 trillion,or13%of theglobal trade.However,only1%ofREwaste isbeingrecovered as no adequate process is currently available. REE4EU will open-up a fully new routebringingrecoveryofin-processwastesfromPMmanufacturingwithinreach.

Theproject,fundedintheframeofHorizon2020TOPICSPIRE-07-2015,willrealizeabreakthroughinnovationinthefieldofRecoveryTechnologiesforMetalsandotherMinerals.ItwillmakeavailableRareEarthelementsandRareEarthalloysformagnetproductionbydeveloping,forthefirsttimeatindustrial scale, an efficient and cost effective method of extraction based on integrated hightemperature electrolysis (HTE) and Ion Liquid Extraction (ILE). TheBusiness Case includes a directproductioncontributingtosecureanIndependentEuropeanRareEarthElementsSupplyChain.TheRoute for Rare EarthAlloyswhichwill be achieved through in-process and End-of-Life permanentmagnets as well as Ni metal hydride battery waste. REE4EU will also develop urgently requiredmarketdataonend-of-life rareearth availability anda triple value-chainBusinessCase for anewEuropeansecondaryrareearthalloysproductionsector.

6.1.5. BC21RESYNTEXTheobjectiveofRESYNTEXistocreateanewcirculareconomyconceptforthetextileandchemicalindustries.RESYNTEX isa researchproject fundedby theEuropeanUnion’sHorizon2020researchand innovation programme under grant agreement No 641942. It aims to develop innovativerecyclingprocessesandgeneratenewsecondaryrawmaterialsfromtextilewaste.Theprojectaimsto create anewcircular economy concept for the textile and chemical industries.Using industrialsymbiosis,itaimstoproducesecondaryrawmaterialsfromunwearabletextilewaste.CoreProjectAims:(1)Designacompletevaluechainfromtextilewastecollectionthroughtothegenerationof




newfeedstockforchemicalsandtextiles,(2)Improvecollectionapproacheswhileincreasingpublicawareness of textile wasteand social involvement, (3) Enable traceability of waste using dataaggregation.Thecollecteddatawillevaluatetheperformanceofthenewvaluechainsbymeansofalifecycleassessment (LCA)and lifecyclecosting (LCC), (4)Develop innovativebusinessmodels forthechemicalandtextileindustriesand(5)Demonstrateacompletereprocessinglineforbasictextilecomponents,includingliquidandsolidwastetreatment.Through industrial symbiosis, it aims to produce secondary rawmaterials from textilewaste. Theproject models a complete value chain from textile waste collection through to newmarketablefeedstockforthechemicalandtextileindustries.Itwillfocusonthereprocessingofblendsandpurecomponents of unwearable textile waste. Moreover, it will improve collection approaches andincrease public awareness of and social involvement with the issue of textile waste, enabletraceabilityofwasteprocessingusingdataaggregation,developinnovativebusinessmodelsforthechemical and textile industries, and demonstrate a complete reprocessing line for basic textilecomponents,includingliquidandsolidwastetreatment.

6.1.6. BC40SmartDeltaResourceThe Smart Delta Resource (SDR) platform is an initiative of eleven power companies and rawmaterial-basedindustrialcompaniesintheDeltaregionjoiningforcestostrengthenthecompetitivepoweroftheZeelandindustry.Thesecompanieslaunchedaplatformtoexplorethepossibilitiesforexchanging energy and rawmaterials amongst themselves. The chemical, energy, food and steelindustryallworktogethertodefineindustrialconnections–symbiosis–andusethisasabasisforconcreteBusinessCases.Thiswillallowthemtoimprovecompetitionontheworldmarketanditwillalso help to realise ecological and social improvements. The platform makes an importantcontribution to the transition process towards a cyclical economy, for both existing fossil-basedindustries and future companies based on renewable energy and raw materials. The aim is toimprove competition towards (1) Innovations in energy & resource efficiencies. Cross sectorial:Chemical,Steel,FoodandEnergy:complementary(2)throughcollaboration:newopportunitiesandindustrialsymbiosisand(3)Growthopportunitiesfor3rdpartiesintheregion.




6.1.7. BC41CoProImproved energy and resource efficiency by better coordination of production in the processindustries»(CoPro)addressesthecallSPIRE02-2016andwillmakesignificantcontributionstowardsEfficientlyutilisingexistingplantsbyintegratedplant-wideschedulingandcontrol.

CoProwill provide tools for theplant-wideoptimisationof continuous anddiscretedecisionswilldevelop technology for balancing production and consumption in industrial parks for industrialsymbiosis and will address power plant scheduling and demand side response. The aim of theBusinessCaseistoimprovecoordinationofconnectedunitsinasiteandwithinachemicalparkandbuffering the effects of fluctuating renewable energy production and distribution by integratingdemandsideresponsewithplant-wideschedulingandcontrol.CoProdevelopsonlinedataanalyticsandnovel formsof informationpresentation that lead toa symbiosisofoperatorsandcomputer-basedcontrolalgorithms.ThesolutionsareenabledbytheintegrationoftheITinfrastructureoftheplants via aneutral integrationplatform that connects todifferent IT systems.CoPropays specialattention to methods for the efficient development of plant models as the basis for advancedcontrol,scheduling,andcoordination.




Theobjectivesaremotivatedbyfivechallengingandcharacteristicusecasesfromdifferentsectorsoftheprocessindustries:(1)(Petro-)chemicalproduction,(2)Coupledlarge-scaleproductionunitsin an industrial park, (3) Cellulose fibre production, (4) Production, formulation and packaging ofconsumergoodsand(5)Sterilizationandpackagingoffood.

Thetechnologiesthataredevelopedarenonethelessofagenericnatureandcanbeappliedtoallsectors of the process industries and also to production sites in other sectors. CoPro builds uponresultsoftheMOREandDYMASOSprojectsandmakesafurtherstepforwardtoapplyandextendthemtoplant-widecoordinationandcontrol,andtowardsmarket-basedcoordinationmechanismsforIndustrialParks.

6.1.8. BC56Waste2AromaticsAromatics are one of themain feedstocks of the chemical industry, constituting 40% of the totalmarket.Currently,theseareexclusivelyproducedfromfossilsources,generatingconsiderableCO2emissions.Theprojectaimstoprovethatitispossibletoconvertwastestreamsintofurans,therawmaterialsforaromatics,withahighlypromisingBusinessCase.

Thisresultsinturningbiodegradablewaste,nappies,compostandsievingmaterialfromwastewaterinto valuable raw materials for the chemical industry bringing the circular economy and thecommercialproductionofcost-competitivebio-aromaticssignificantlycloser.

6.1.9. BC86SafeChemSAFECHEM,asubsidiaryofTheDowChemicalCompany,isanexperiencedproviderofservicesandsolutions related to the safe and sustainable use of solvents for surface and dry cleaningapplications.TheBusinessCaseaddressesClosed-loopRiskManagementSolutions.Astheindustry




becameawareof the risksassociatedwithchlorinated solvents, theseproductsbecameregulatedmore stringently, starting inGermanyandSwitzerland. Founded in1992, SAFECHEM introducedaclosed-loop system enabling customers to use chlorinated solvents safely as a cleaning agent fortheir topquality products. Togetherwith a full rangeof services, this solution enables activeRiskManagementandpromotesresponsiblehandlingofchlorinatedandnon-chlorinatedsolventsstartsduringtheproductionprocess,continuesduringafillingprocess,thedeliveryandtake-backoftheproductuntilthehandlingbythecustomer.

SAFECHEM is committed to the principles of Responsible Care and Product Stewardship anddevelops additional business models and services for chemicals in various industries andapplications. SafeChem Europe GmbH has a portfolio to manage the product-specific risks ofchlorinatedsolvents.Thebasisisaclosed-loopconceptusingacontainersystemforthehandlingoffreshsolventsandthetake-backofusedsolvents for recycling.SafeChem isdeveloping innovativeconceptssuchaschemical leasing,wherecustomerscanleasethecompletecleaningprocessforafixedmonthly leasing fee. A close cooperationwith the customer allows efficientmonitoring andoptimizingof theentirecleaningprocessatcustomers' sites. (source:SafeChemPolfree,D2.4Newbusinessmodelsthatsupportresourceefficiency,2014,TNOandothers)

6.1.10. BC90VeoliaResearchhasshownthatmanyofthebacteriafoundinactivatedsludge,whichpurifywastewaterinbiological treatment processes by feeding on organic contaminants, can under certain conditionsconvert thesecontaminants intobiopolymerswithsimilarproperties topolymersproducedbythechemicalindustry.

Veolia has pioneered the production of bio-plastics from sludge. Wastewater treatment systemstodayoftenusebacteriathateatsludgeandneutralizeitintocarbon.Usingproprietarytechnology,Veoliaachievedabreakthroughinconvertingthis'wastewatercarbon'intobiomassrichinPHA.ThePHAaddsvaluetothebiomassas ithasmechanicalpropertiesequivalenttopolypropyleneandis,thus, valuable inmaking consumer plastics and chemicals. Veolia produced the first biopolymersfrommunicipalwastein2011,andisnowrefiningtheprocesstomeetend-customerspecificationsatfull-scalewastewatertreatmentsitesinBelgiumandSweden.




Technologies facilitate biopolymer production within activated-sludge and biofilm biologicaltreatment processes by creating optimized process conditions for increasing the presence ofbiopolymer-producing bacteria. The produced biopolymers are polyhydroxyalkanoates (PHA), andPHA-rich biomass is harvested and converted into valuable starting materials for the plastic andchemical industries. The biopolymer processes enable the recovery of value-added renewableresources,includingbiopolymers,lipids,minerals,otherplatformchemicalsandsourcesofenergyasby-products from process andwastewatermanagement services. (ref Polfree, D2.4 New businessmodelsthatsupportresourceefficiency,2014,TNOandothers)

6.1.11. BC108ChemicalleasingformetalcleaningChemical leasing formetalcleaning isabusinessmodel inwhichthechemicalcompanysuppliesasubstance for a specific service, but retains ownership of the chemical. It is intended to shift thefocus from increasing sales volume of chemicals towards a value added approach. Itmay lead tomoreefficientuseofchemicals,andtoquality,environmental,andeconomicbenefits.TheBusinessCaseisaboutthelocalmanufacturerFKLproducingmetalpartssuchasbearingsandcardanshaftsfor the global car industry. The cleaning of metal parts required the use of big amounts ofperchloroethylene (PERC) - a chlorinated solvent-, and every year FKL was consuming 30 tons ofsolvent and producing 24 tons of hazardous waste. Moreover, the solvent was emitted to the




environmentandtheworkingenvironmentresultinginpotentialdamagestotheworkers’health.Inan effort tomake theirmetal cleaningprocessesmore efficient and safer, the company searchednewwaystooptimizeitsconsumptionofPERC.

Through the adoption of the chemical leasingmodel FKL achieved significant economic, environ-mentalandoccupationalhealthandsafetybenefits.Moreover,thecompanyreduceditsproductionofhazardouswastemorethan16times.Theservicemodelisaninnovativebusinessmodelinwhichtheconceptofchemicalleasingiscombinedwithcircular(economy)thinking.Themodelestablishesanewmodeofcooperationbetweenthechemicalssupplieranduser/processor.Withinthemodel,thesupplierisnolongerpaidperunitvolume,butforthefunctionperformedbythechemicals(e.g.payment per square meters cleaned surface). The chemicals used remain the property of thesupplierandareherebyalsotakenbackafterusewiththeaimtorecycleorprocessthechemicalssotheycanreenterthevaluechain.Themodelcreatesacontinuousdrivingforcefortheoptimizationof the chemicals used, and the process in which they are applied. This results in both cost andmaterial savings for both parties with economic and environmental benefits. (Source:https://europa.eu/eyd2015/en/unido/stories/business-model-chemical-industry-circular-economy-works)

6.2. VerticalBusinessCases

6.2.1. BC19PRINTCR3DITCatalyticreactorsaccountforproductionof90%ofchemicalsweuseineverydaylife.ToachievethedecarbonisationofEuropeaneconomyandcomplywiththe20-20-20target,resourceutilizationandenergyefficiencywillplayamajorroleinallindustrialprocesses.TheprojectPRINTCR3DITreferstoProcess Intensification throughAdaptable Catalytic Reactorsmadeby 3DPrinting. The concept ofPRINTCR3DITistoemploy3Dprintingtoboostprocessintensificationinthechemicalindustriesby




adaptingreactorsandstructuredcatalyststotherequirementsofthereaction.Thismanufacturingtechnique is particularly useful in reactions where diffusion, mixing and/or heat transfer arelimitations against reaching higher performance. The utilization of the concept of 3D printingwillalsoreducetheresourceutilizationofreactorandcatalystmanufacture,energyconsumed(<15%)andtransportation.

The methodology will be applied to three markets of fine chemicals, specialty chemicals andfertilizers,rangingfromfewtonstomillionsoftonsofproductionperyear.Thisdemonstratestheenormousversatilityof3Dprinting for reactorandcatalystdesigns that cannotbe improvedwithtraditionalbuildinganddesigntools.Foralltheseprocesses,thechallengestobesolvedarethermalmanagement, innovativereactordesignandflowdistribution.Theseexampleswillproviderealisticdata indifferentmarkets todelineateBusinessCase scenarioswith theoptionsofnew integratedplantsorretrofittingforlarge-scaleapplications.Applicationofcutting-edge3Dprintingtocatalyticreactorswillfosterhigherproductivity,amorecompetitiveindustrialsectorandhighervaluejobsinEurope - keeping leadership in such a challenging arena. PRINTCR3DIT is a joint effort betweenworld-leading industries (4), innovative SMEs (4), R&D institutes (4) and a university that aim toacceleratedeploymentofasetofproductstothemarket.TheconceptofPRINTCR3DITcontainstheemployment3Dprintingtoboostprocess intensificationinthechemical industriesbyadaptingreactorsandstructuredcatalyststotherequirementsofthereaction. This manufacturing technique is particularly useful in reactions where diffusion, mixingand/or heat transfer are limitations against reaching higher performance. The utilization of theconceptof3Dprintingwillalsoreducetheresourceutilizationofreactorandcatalystmanufacture,energy consumed (<15%)and transportation.Concept: Themethodologywill beapplied to threemarketsof fine chemicals, specialty chemicals and fertilizers, ranging from few tons tomillionsoftonsofproductionperyear.Thisdemonstrates theenormousversatilityof3Dprinting for reactorandcatalystdesignsthatcannotbeimprovedwithtraditionalbuildinganddesigntools.Foralltheseprocesses,thechallengestobesolvedarethermalmanagement




6.2.2. BC24Leather/fabricfunctionalizationforproductcustomisationMasscustomisationandpersonalisationforcecompaniestoincreaseflexibilityofthewholesupplychain. In a traditional andmature sector as the footwear industry, the implementation of new ITtechnologies and paradigms together with the introduction of robots in the manufacturing line,advancedsustainableprintingandcuttingtechnologiesandadditivemanufacturingcanmodifytheexistingdesign,productionanddeliveryprocesses.

In the business model, a change in the relationship with the suppliers will be necessary as newmarket requirements with increased responsiveness and flexibility go in line with a dramaticreduction of products life-cycle. It requires solutions supporting the flexible and sustainablemanagement of globalized networks and the identification and adoption of new emergingtechnologiestoopennewbusinessopportunitiesforinnovativesolutions.FootwearcompaniesaremostlySMEsconcentratedinregionalclusters,withpeculiarspecializationsevenifsuppliersmaybegeographicallydispersedoverlargeareas(withinandoutsideEurope).Therealizationofcustomizedproductsinsmallserieswillprobablypushtowardsamorelocalbasedsupplychain.




6.2.3. BC26Steel2MachineTheideaoftheBusinessCaseistoinvestigatenewbusinessmodelsandsupplychains,enabledbythenew"Industry4.0" technologies, forahigher integrationof steelproducers (process industry)and customer companies using steel to manufacture final products (discrete manufacturing).Currently the two sectors and not very integrated. Higher integration allows designing andmanufacturing steel highly customized for final applications (for example in the automotive,aeronautics, mechanical, ... sectors) for higher final products' performance, added value forcustomers,increaserecyclingpotential."Industry4.0"technologies,aswellassteeltechnologiesforlowvolumesandhighquality,wouldenablesuchabusinessmodelsincetheywouldallowahigherinterconnection and coordination among all the extended supply chain companies, bettereresourcessaturationandlowerleadtime.Industry 4.0 technologies entail extended sensorisation of all supply chain companies, big dataanalytics and advanced modelling to extract value from information, systems for real-timecommunication in the supply chain, etc.. Also sustainable steel making technologies for flexibleproduction insmall lotsarerelevanttechnologiesforthe implementationofthetargetedbusinessmodel.Thenewbusinessmodelentailsthedevelopmentofaplatforminwhichsteelproducersandmanufacturinguserscanmeetandexchangeinformationtooptimisethecooperation(basedonbigdata, optimisation models and algorithms, etc…). Such a technology-enabled cooperation modelwouldhaveasignificantimpactonthesupplychain,whichiscurrentlyfragmented.Thecaseimpliesmajorbusinessmodelchangerequiredbymultipleparties inthesupplychain.Steelproducerswillhave to change the way they design and produce steel. Manufacturing customers will establishdeeper relationship with steel producers and will in turn offer highly personalized products. Inaddition,circulareconomywillbeimplemented,leadingalsototheinvolvementofnewsupplychainroles.Thedelocalisationdimension isnotdeeplyaffectedbythebusinessmodel.However,higherinformation availability and exchange will enable a better recourse to local resources andpartnerships.Oneofthemaingoalsofthebusinessmodelistocustomisesteelinordertoincreasethe customisation level of final products. Thus, customisation is one of the major results of thisBusinessCase. Thegoalof the case is exactly to integrateprocess anddiscretemanufacturing forextendedsupplychains.TheBusinessCasewill implysignificant impactsonmultiplecustomisationdimensions. Higher and better information exchange will allow to dynamically setupmost suitedsupply chains to reduce lead times, to exploit capacity availability, to enable orders change, toexploitopportunities to reduceenergyconsumption,etc...Thebusinessmodel is replicable inanysector in which process industry provides inputs to discrete manufacturing industry. Enablingtechnologies are the same in all cases; they shouldbe instantiatedaccording to specific industrialapplications.




6.2.4. BC27FlexiblemanufacturingofcustomizedshoesOverthe lastdecademostoftannerieshadtofacevariousproblemsrelatedtotheenvironmentalimpactofthetanningprocesssincetheprocessisverypollutingbothduringtheprocessingandatthe end when releasing to the soil, air, water bad substances. The more and more restrictiveregulation forces companies in a continuous improvement of production processes. Moreoverconsumerspayanincreasingattentiontothepresenceofnoxioussubstancesinleatherandrelatedproductswhichcandamagethehealth.Leather isusedinmanysectors likefootwear,accessories,automotive, furniture, etc. Use of new vegetable tanning system allows avoiding use of highlypollutingchemical.Thisnewprocess isalreadyappliedbysomecompanieswithacriticaltrade-offbetweenlowerqualityoftheleatheraftertreatmentandhighersustainability.Inthebusinessmodelchemicalcompaniesareprovidingnewservicestofootwear.Thefunctionalizationofrawmaterialsand components implies revision of the production process and of the production network.According to the typeofprocess for functionalization it is possible thisprocess takesplaceat thesupplier,atthemanufacturerorevenattheretailsite.Fromthetechnologicalpointofviewthereare twochallenges for the future: to find the right chemical composition for treatment requestedandtofindtherightprocesstoassurethetreatmentisstablei.e.doesnotreleaseonthebodybadsubstances.

It isexpectedto increase inthevalueoftheproductandtocreateanewvaluepropositionwhichneedtovalorisethenewfunctionalities.Alsotherelationshipwiththecustomercanchangebecauseit is necessary to findaway to collect the specific requirement from the customerhimself and insome case to explain him how to apply the treatment. In the business model, a change in therelationshipwiththesupplierswillbenecessary.




6.2.5. BC29ImplantableDrugDeliveryDeviceImplantable devices in the pharma industry are called upon to serve a variety of functions, fromvascularstentsthatpreservebloodflowtoelectrostimulationdevicesthatregulateheartrhythmorblock spurious signals in the brain to orthopedic devices thatmechanically reinforce the spine orrestore range of motion of hips and knees. For over a decade, there has been an increasingconvergencebetween implantabledevicesanddrugtherapies, includingdevicesthatdeliverdrugsasaprimaryaction.Thematerialslendthemselvestomanufacturingprocessesbasedonmoldingorextrusion.Traditionally,thebusinessapproachhasfocusedonmoldingsiliconedrugdeliverydevicesusing injection and compression molding techniques. Several factors nowmust be considered inoptimizing the material formulation and developing a robust molding or extrusion process. Thematerialsystem(e.g.,liquidsiliconevs.highconsistencyrubber),mixingorcompoundingtechnique,temperature,andpressurewillallpotentiallyaffectthedrugreleaseconsistencyanddrugcontentuniformityofamanufacturing lot. In somecases, co-extrusionorovermoldingofa thin,drug-freelayerhasbeenusedtoenableamoreuniformreleaseofthedrugfromtheimplant.Implantable drug delivery devices offer several advantages over conventional oral or parenteraldosage forms. First, implantable devices allow site specific drug administrationwhere the drug isneededmost.Examplesincludeimplantsusedinthetreatmentofbraintumoursorprostatecancer.This may also allow for significantly lower doses of the drug, which can minimize potential sideeffects.Second,implantabledevicesallowforsustainedreleaseofatherapeuticagent.Thelastandperhapsmostimportantadvantageispatientcompliance,asthetreatmentregimenassociatedwithanimplantabledeviceisgenerallylessburdensomethanpillsorinjections.Theflexibilityrelevanceishigh, personalization almost with the biosensors releasing drug in response to physiological ormetabolic changes in the patient. New players (Microchips) are involved in the value chainproducer/Pharma/hospital/patients; new products (potentially cannibalizing the demand ofproducts in the current portfolio); new manufacturing processes for the new product and/orchanges in the current manufacturing system; new suppliers providing different/newproducts/componentsandthenewwaytoadministerthedrug.

6.2.6. BC30Rapid/AdditiveManufacturingTomaintain a competitive advantage against low-cost overseas competition European companiesmust design/produce increasingly added value by complex& personalized products. The BusinessCaseRMMachine"Capacity"containspurchasing(renting)orinvestinginin-houseRMCapacityinacentralized manner and renting at locations closer to customers. The aim is to enhance theproduction on demand closer to the customer (move from a centralized production/distributionmodel to globally distributed supply chains or containerized). The impact of the Business Caseincludes the reduction of the lead time to produce and even to develop new products. Theproduction in different locations tomove production closer to customer ismade possible by the




introductionofdigitalizinginthesupplychainenabledbyrapidmanufacturing.CertainstagesoftheSCcanbeeliminatedbysendingrawmaterialssuchasminerals/metalstoamanufacturingsiteandthenbringingbackthefinishedgoodtothedestinationsite.The impact of 3D Printing Technologies on Flexibility and Environment is already evaluated forsimplerproductsbutthefutureispromisingforcomplexproductsatalargerscale.Thechangesinthe supply chains/business model depend heavily on the success of the technology in the nearfuture. New players (e.g., suppliers of these 3Dmachines/software developers that may sell thecodes/manufacture of topologically optimized components) and new product developmentmightrequireinputofnewcompanies.Similarmachinescanbeusedalmostanywherewiththepotentialtobeusedforverysimpleproducts (mugs)andhighlycomplexproducts (suchastheonesfortheaerospaceindustryforlighter/strongerhighlyefficientparts;heatexchangers;RMbeingfeasibleforautomotive/manufacturing/medicalsupplies).

6.2.7. BC38F³FactoryToremaincompetitiveandstrengthentheirglobaltechnologicalleadership,theEUchemicalprocessindustriesneedtofocusonfaster,moreflexibleproductionmethods.TheF³Factory(flexible,fast,future) project's results offer a new paradigm for the future of chemical production bydemonstrating the advantages of operating modular continuous plant processes that are moreeconomical and sustainable than current operations. They are a concrete demonstration of theproject’s key aims to: (1) Deliver radically new ‘plug and play’ modular chemical productiontechnology,capableofwidespreadimplementationthroughoutthechemicalindustryand(2)Deliverwhole process design methodology by applying novel process intensification concepts andinnovativedecisiontoolstoensurerawmaterialsandenergyareemployedmoreeconomically.TheprojectwaslaunchedinJune2009andhasrunforfouryears.Ithadtotalfundingof€30millionincluding€18millionfromtheEuropeanCommissionFP7researchprogrammeandwascoordinatedbyBayerTechnologyServices.InMay2013,theprojecthaditsfinalconferencewhereitpresentedthe results of the collaborative research on fast, flexible, modular production technology for thefuture chemical industry and beyond. F³ Factoryattracted 24 partners, including seven leadingEuropean chemical companies. They crossed competitive boundaries to collaborate on innovativeproduction concepts and process intensification technologies to combine the advantages of largescale, better optimised plants with those of smaller more flexible facilities.The diversity of thepartners enabledprocesses to be tested across a range of products from polymers to chemicalintermediates,pharmaceuticalsandconsumerproducts.Thesuccessof thisapproach isprovenbythe seven industrial case studies spanning a broad range of process industry sectors includingpharmaceuticals, chemical intermediates, specialty polymers and consumer products. They were




used to prove that the innovative model put forward by the project can change the chemicalproductionsectormakingitfasterandmoreflexible.

Thesevencasesare:

· WaterSolubleSpecialityPolymers· ContinuousProcessingforPharmaceuticals· ContinuousProductionofChemicalIntermediates· High-Volume,Biomass-basedIntermediateChemicals· ActivePharmaceuticalIntermediates· IntensifiedReactionTechnologyforSurfactants· HighlyViscousPolymers

6.2.8. BC39LOGICONOn European level small forwarders, carriers and other logistic SMEs are in need of affordable,reliable and trusted data-interchange solutions to take part in international trade and commerceflows.LogiCon(LeanSecureandReliableLogisticConnectivityforSMEs)aimsatsettingup,testingandfacilitatingtheadoptionoflow-cost,low-barrierdataconnectivitysolutions.Theaboveactivitieswillbecarriedout infournational living labs,eachonewithspecificobjectives,dealingwiththreemainchallenges:1)enablingconnectivity,byselecting,refining,testingandpromotingstate-of-the-art solutions and platforms, through involvement of a vast audience of SMEs; 2) engagingcommunities,eithercargocommunitiesaroundportandinlandterminalsorbusinessnetworksrun




by largecompanies, to favour standardsadoptionand tosupport riskassessmentanddashboardsfor key indicators like emissions and load factor; 3) prepare for cooperation in a global freightmanagementecosystem,foreseenforthefuture,wherecapacitywillbeoptimizedandflowswillbesynchronizedamongthedifferent involvedactors.Aspartof theLogiconstrategy, results thatareadaptedtothecontext(i.e.LivingLabs)wheretheproblemsaredetected,whichimpliesresultsaredifferentfromeachother-evenwhenbasedonsameprinciples.Theproblemsandambitionsofthelivinglabsare:

· Polishlivinglab.PlanningofhinterlandrailtransportfromortotheportofGdyniainvolvesmanyactorsandconsumesalotoftimeforexchangeofinformation–phonecalls,faxesandemails.ThisproblemcausesthehinterlandplanningoftheportofGdyniatobelessefficientandlessattractiveforitscustomers.TheproblemaddressedinPolishLivingLabincludesrailtransportandtrucklastmiletransport.

· Dutch living lab. The Twente region has the ambition to become a logistics hotspot,strategically locatedbetweenthedeep-seaportofRotterdamandthehinterlandandverywellservedbyroad,railandwaterways.TheDutchLLcreateda light-weight, low-costandflexibleinfrastructureforsharingdataincludingdedicatedappsandservices.Theseappsandservicesenablee.g.lockplanningsupportingbothbargeoperatorsandRijkswaterstaatandaconnection to existing systemswhere real-time information of terminal services becomesavailable.

· Spanish living lab. The Spanish Living Lab enabled small transport service providersautomaticdataexchangewithlargeforwarders.LogiCondevelopedappsforwebandsmartdevices for truck drivers to support service information exchange, e.g. tracking of truckdepartureandarrival,creatingandsendingoftransportordersandinvoices.

· Italianlivinglab.InterportoBolognaexploitstheBolognaFreightvillagewherealotofSMEcompaniesarelocated(60%ofthetotaltenants).SMEslackaneasyopportunitytoengageinnewbusiness.Now,thisisatime-consumingactivitythatisevenmoredifficulttoperformbecauseofthesmallnumberofemployeesthatareavailablewithSMEplayers.

Theissueofadoptionisanimportantone,especiallyastheproject’ssolutionsarefocusedonSMEsand it canbedifficult to reach this target group.All Living Labshavealready consultedwith theirlarger SME community in a series of stakeholder workshops. In these workshops, all Living LabspresentedtheirdraftsoftheirsolutionstotheSMEcommunity.Thefeedbackofthecommunityhasbeenusedasinputforfurthersolutioniterativere-designs.

6.2.9. BC52PolymerbuildingblocksThe business case covers the production of green building blocks bymoving from Petrochemical(Cracker,BTXplant) toacombinationof i)Recycling/de-polymerisationand ii)Biomassconversion(e.g.hydrothermal,biotechnological,…).Blockpolymers (BPs)derivedfrombiomass (biobased)arenecessarycomponentsofasustainablefuturethatreliesminimallyonpetroleum-basedplasticsfor




applications ranging from thermoplastic elastomers and pressure-sensitive adhesives to blendcompatibilizers. To facilitate their adoption, renewable BPs must be affordable, durable,processable, versatile, and reasonably benign. Their desirability further depends on the relativesustainabilityoftherenewableresourcesandthemethodsemployedinthemonomerandpolymersyntheses. Various strategies allow these BPs' characteristics to be tuned and enhanced forcommercialapplications,andmanyofthesetechniquesalsocanbeappliedtomanipulatethewide-rangingmechanical and thermalpropertiesofbiobasedand self-assemblingblockpolymers. Fromfeedstocktoapplication,thisreviewarticlehighlightspromisingrenewableBPs,plustheirmaterialandassemblyproperties, insupportofdenovodesignstrategies thatcould revolutionizematerialsustainability.

6.2.10. BC53FunctionalMoleculeProductionThepolymericmaterialsknownaspolyurethanesformafamily of polymerswhich are essentially different frommost other plastics in that there is no urethanemonomer and thepolymer is almost invariably createdduring the manufacture of a particular object. Specificpolyurethane products with limited shelf life areproduced at or near customer’s site or post-treated.(These different strategies have to be considered.)Several technologies are in consideration usage ofpolyurethanetypicallyindiscreteproducts.There is a fundamental difference between themanufacture of most polyurethanes and themanufacture ofmany other plastics. Polymers such as

poly(ethene)andpoly(propene)areproduced inchemicalplantsandsoldasgranules,powdersor




films. Products are subsequently made from them by heating the polymer, shaping it underpressureandcooling it. Thepropertiesofsuchend-productsarealmostcompletelydependentonthoseoftheoriginalpolymer.Polyurethanes, are usually made directly into the final product. Much of the polyurethanesproducedareintheformoflargeblocksoffoam,whicharecutupforuseincushions,orforthermalinsulation. The chemical reaction can also take place in moulds, leading to, for example, a carbumper,acomputercasingorabuildingpanel.Itmayoccurastheliquidreactantsaresprayedontoabuildingsurfaceorcoatedonafabric.

6.2.11. BC54RemoteChemicalProductionThe Business Case concerns the implementation of a decentralised on-site production of processchemicalsusing(renewable)electricity,e.g.hydrogenperoxide,ammonia,chlorine.Distributedandlocalconversionofbiomasstointermediateproductsthatcanbetransportedstoredandtraded,inself-contained modules. Several routes exist towards different intermediates: e.g. torrefaction tochar,pyrolysis tooil,gasification tosyngasand further tochemicals.RemoteChemicalProductionconverts biomass to intermediate products that can be transported, stored and traded in self-containedmodules locally inremoteareas. Itemployshigher levelsofautomationwithinchemicalproduction plants with in consequence a significantly reduction of the OPEX. Remote-controlsystemsreducetheneedfor(oftenhighlyskilled)personnelateveryproductionlocation.Especiallyin thecaseofdistributedsmall-scaleproduction itcanoffset thenegativeeffectsofeconomiesofscale.Agoodexampleofsuchacase isthatofAkzoNobel11wheresmall-scalechlorineproductionunitsare operated on the end-user’s site from a central unit using remote-control systems. Byimplementingsensorsandmakingproductionmore intelligent,more insight inproductionandtheconditionof assetswill result inmore efficient and robust production. Sensor information canbeusedforconditionbasedmaintenance,whichwillpreventdowntimeandreducemaintenancecost,becauseproblemswill be reported at an earlier stage. Itmay also reduce theneed for e.g. spareparts.WhenICTisimplementedacrossthevaluechain,supplychainmanagementwillenablebetterandfasterreactiononchangesindemand.Thiswillreducetheneedforhighlevelsofproductstock.

6.2.12. BC94NestléflexiblemodularfactoryNestléhascreatedablueprintforaflexiblemodularfactory,thatcanbebuiltinhalfthetime(<12months) of a traditional factory, and at 50-60% of the cost. It enables Nestlé to rapidly create afootholdincountriesinAfricaandAsia,gettingclosertotheircustomersandrawmaterialsources.Thefactoryismadeofready-to-useelementsthatcanbeassembledonsite.Ifneeded,thefactorycanbemovedorexpanded.Thefactorywill fulfilrelativelysimpleprocesseslikemixingdrygoods,e.g.Maggibouilloncubes.




Themodular factorywill bemade ofmultiple, easy-to assemble component sections designed tooffer a highly flexible, simple and cost-effective solution for creating production sites in thedevelopingworld.Often,investinginthesecountriescanbehigh-risk,astheycanlackinfrastructure,reliableenergysourcesandbuildingexpertisebutthemodularfactoryconceptwillenableNestlétorapidly establish a footprint, creating local jobs and being closer to its customers and its rawmaterials.

TheaverageNestléfactorytakesbetween18and24monthswhilethenewmodularfactorycouldbe complete, and up and running, in less than 12months, at 40% of the costs. The design is afurther development of Nestlé’s current ‘box-in-a-box’ concept already used in countries withchallenging conditions. In these, an existing structure – such as awarehouse – is used as a shellstructureanda simple factorybuilt inside. Themodular factory takes this a step further,usingaseriesofpurpose-builtfactorysectionswhichcanbebrought,ready-to-use,directlytothesiteandconnectedtoeachotheraccordingtorequirements.Thesecould include, forexample,a ready-to-usegeneratorandboiler,astaffcanteenandchangingroomsforfactoryemployees.Thefactorycanthen be expanded, moved or its function transformed without having to start from scratch. Themodularfactoryconceptisdesignedtoindustrialisesimpleprocesseslikerepackingandmixingdrygoods such asMaggi bouillon cubes, rather than creatingmore complex products. (sourceNestléflexiblemodularfactoryhttp://www.nestle.com/media/newsandfeatures/modular-factories)




6.2.13. BC95PfizertransportableplantThe business needs of the pharmaceutical industry are evolving. Over the past five years,breakthroughtherapiesforoncologyandrareandorphandiseaseshaveplacedincreasedpressureondrugmakerstoaccelerateproductdevelopmentwhilereducingdevelopmentcosts.Meanwhile,with the rise of precision medicine, pharmaceutical manufacturers are now expected to quicklyproduceawidevarietyofproductsatsignificantlylowervolumes.

Pfizer,togetherwithpartners,developedaconceptforPortableContinuousMiniatureandModularManufacturing. In the concept, formulation is done in a moveable cleanroom that can betransported to customer sites. Active ingredients will still be produced in the US, to minimizetechnologytransfer.Theconceptshouldresultinashortertimetomarket,moreresponsivenesstocustomerdemand(6-8monthsfromorder),operationalflexibility(multipleproductsandscales)andlowerupfrontinvestmentsandoperationalcosts.

New drivers are pushing many pharmaceutical companies to look beyond traditional batchmanufacturing processes and begin experimenting with a variety of continuous and flexiblemanufacturing techniques. Pfizer is no exception. The pharmaceutical giant first began leveragingcontinuousmanufacturing forselectproducts in the2008-2012timeframe.However, recently, thecompany’s focus has been on adding even more speed and flexibility into the continuousmanufacturingconcept.TheresultiswhatPfizercallsPortable,Continuous,Miniature,andModular(PCMM)DevelopmentandManufacturing.

WithPCMMmanufacturing,Pfizerpartnersproduceprefabricatedpharmaceuticalcomponentsofapharmaceutical continuous manufacturing line (e.g. processing equipment, control systems,cleanrooms)thatareproducedasseparatemodulesandshippedtoacentralwarehousefacilityforquickassembly.ForitsinitialPCMMmanufacturingpilot,PfizerhadprefabricatedPODsproducedinBelgium and Texas respectively. The company then had these units shipped to its Groton, CT,warehouseforassemblyandoperation.VideosillustratingthegeneralPODconceptcanbeviewedhere. At first blush, Pfizer’s PCMM initiative may sound a lot like other modular or flexiblemanufacturing approaches in play throughout the industry. However, there are a few keycharacteristics that differentiate Pfizer’s PCMM approach from other modular manufacturingtechniques. (source Presentation of Michael K. O’Brien, Ph.D. at IS Biotech Flexible Facilities &Systems,Rosslyn,VirginiaMarch14,2013)




7. Conclusion

The aimof this first deliverable is the provisionof Business Caseswhichwill serve to analyse thecurrentEuropeannetworks (a collectionof interrelatedvalue chainpartners suchas rawmaterialproviders, manufacturers, logistics providers, clients, etc.), identify current practices ofdelocalization, opportunities for and barriers against flexibility/delocalization as well as currentpracticesforjointresourcemanagementandindustrialsymbiosis.

The selection process has been performed in an iterative approach resulting in 24 selected casescategorized in horizontal case studies focusing on resource optimisation and vertical case studieslookingattheinterconnectionbetweenprocessingindustriesanddiscretemanufacturingindustries.Asaresultofamore indepthpresentationofsomeoftheseBusinessCases itbecameclearmostcases can be categorized into certain archetypes (resources, derived value chains, …). Alsomanybusinesscasescontainbothhorizontalandverticalaspects.

The listofpresentedBusinessCaseshasnot tobeconsideredasa final selectionbut is subjectofmodificationsandcanbeadaptedbasedonprogressinginsightinBusinessmodelandSupplyChainreconfigurations in theProcess andManufacturing Industry. It allowsus to adapt the list of casesbased on findings along the in-depth analysismaking a final selection for theBusiness Cases at alaterstageinWP1.Thisapproachguaranteestoselectappropriatebusinessmodelsthatcanleadtoan industrywith less stock, lesswaste, and less transportation throughnetworkedmanufacturingvaluechainsfromresourceoptimisationtowardsmoreflexibledemanddrivensupplychains.


V 01


Annexe1:ListofBusinessCases

Criteria

TOTSCOREN° BusinessCasesused

toevaluateBMarchetype

Technologydriven

ImpactonSupplyChain

ImpactonBusinessModel

Delocationrelevance

DiscretemanufacturinglinkedwithProcessindustry

Customisation

Flexibilityrelevance

Sustainabilityrelevance

Potentialtoupscale,replicability

Spirerelevance

1 TabaChem leasing 1 3 4 2 2 2 4 5 5 5 33

2 NeodymiumRecovery resources 3 5 5 5 3 4 2 5 4 5 41

3EnhancedPhosphaterecoveryfromwastewater

resources 4 5 5 5 1 2 1 5 4 3 35

4Alrecyclingviacollaborativesupplychain

resources 1 5 4 3 5 2 4 5 5 5 39

5 Steel2Chemic wastevalorisation 4 4 4 3 1 2 2 5 5 4 34

6

Polymersfromrenewableresources-NatureWorks

resources 4 3 2 4 2 2 2 4 3 2 28




7 CradletoCradlePaperIndustry resources 2 3 4 3 2 2 2 4 4 2 28

8Localtextile-clothingproductionTrigema

Localproduction 2 3 3 5 3 2 2 4 4 3 31

9HTCMechanicalCleaningTechnology

resources 3 1 1 1 2 2 3 4 4 2 23

10PlasticwasterecyclingVanWerven

resources 3 3 4 3 2 2 2 4 4 2 29

11ToyotaMaterialHandling-ForkliftRentalSolution

leasing 2 2 3 3 1 3 3 3 3 2 25

12Packagingreductionthroughdispensingmachines

resources 2 2 3 2 2 2 2 4 4 1 24

13Re-usewastematerialsatVanGansewinkel

resources 3 3 3 4 1 1 4 4 3 3 29

14

DataAnalyticsandNewModelsfortheAgricultureIndustryinEurope

Introductiontechnology 4 3 ? 3 1 5 4 2 5 2 29

15 UrbanMining- resources 5 4 4 3 4 2 3 5 4 4 38




ADIR

16

Energyandresourcemanagementsystems

processoptimization 2 2 5 4 2,5 2,5 4 3 4 4 33

17 Circulareconomy-FISSAC resources 3 4 4 4 3 2 3 4 4 4 35

18

MOBILEFLIPMobileandFlexibleIndustrialProcessingofBiomass

resources 3 4 3 4 3 2 4 4 4 4 35

19

PRINTCR3DITProcessIntensificationthroughAdaptableCatalyticReactorsmadeby3DPrinting

processoptimization 5 4 4 4 3 4 5 4 4 5 42

20

REE4EUIntegratedhightemperatureelectrolysis(HTE)andIonLiquidExtraction(ILE)

resources 5 5 4 4 4 4 2 4 4 5 41

21 Circulareconomy resources 3 4 4 4 3 2 3 4 4 4 35




RESYNTEX23 Terra resources 3 3 4 4 2 3 2 3 4 4 32

24

leather/fabricfunctionalizationforproductcustomization

introductionoftechnology 4 4 4 4 5 5 4 3 5 3 41

25 vegetabletanningforsustainability

Introductionoftecnologies 3 4 4 4 3 2 3 4 4 4 35

26 Steel2machine customization 4 4 5 2 5 5 5 3 5 5 43

27Flexiblemanufacturing4customizedshoes


28

LCAforsustainabilityassessmentinvaluechain

LCA 4 5 3 3 5 1 4 5 4 4 38

29

FutureofDrugDelivery--ImplantableDrugDeliveryDevice

technology/processchange

5 4 5 4 3 5 5 5 4 4 44

30

Rapid/AdditiveManufacturing--Impactof3DPrintingTechnologieson





FlexibilityandEnvironment

31

MetalsandMineralsIndustryProspectsforSustainability

resources/SCredesign 4 4 4 4 3 2 4 5 5 4 39

32

Electricmotorsinautomotiveindustryastoolsforloweremissionindustries

technology/SCredesign 5 4 4 4 4 5 4 4 4 4 42

33Liquidnitrogenintherefrigeratedsupplychain

technology/processchange

4 5 4 2 4 1 4 4 3 4 35

38 F³ modularplants 3 5 4 3 4 1 4 4 3 4 35

39 Logicon collaboration 4 5 4 2 4 1 4 4 3 4 35

40 SmartDeltaResourceSDR collaboration 4 5 4 2 4 1 4 4 3 4 35

41 CoPro collaboration 4 5 4 2 4 1 4 4 3 4 35

51 GreenHydrogen (green)Drop-In 5 5 4 4 5 5 4 4 5 4 45

52 PolymerBuilding-Blocks

(green)Drop-In 5 4 4 5 3 2 5 4 4 5 41




53FunctionalMoleculeProduction

customisation 5 5 5 5 4 4 5 3 3 5 44

54 RemoteChemicalProduction

flexproduction 5 4 5 5 2 3 5 4 3 5 41

55 LocalandHazardous safety 5 3 3 5 1 1 4 4 3 5 34

56 Waste2Aromatics wastevalorisation 5 4 4 4 2 3 4 5 4 5 40

57 AvantiumPEFbottles

wastevalorisation 5 4 4 2 3 1 3 4 4 5 35

58 PersonalizedFMCG customisation 3 5 5 5 3 5 5 2 4 4 4159 CustomizedPaint customisation 3 5 5 5 3 5 5 2 4 4 41

60 Beaulieurecyclablecarpets resources 5 4 4 1 3 1 1 5 4 5 33

61 3DPastaprinting customisation 5 5 5 5 5 5 5 3 4 3 45

62 WastetoWax wastevalorisation 5 4 4 1 1 1 1 4 3 4 28

63 Cyberpack wastevalorisation 3 5 3 2 5 3 3 5 3 5 37

66 EnvacOptibag wastevalorisation 5 2 5 5 1 1 5 5 4 3 36

67 BMWelectriccar newproducts 4 4 4 2 5 5 5 5 3 5 42

69 WasteProducerExchange

wastevalorisation 1 5 5 5 1 1 5 5 5 3 36




86 SafeChem Recycling 5 5 5 5 3 3 5 5 5 5 46

87 WornAgain wastevalorisation 3 4 4 4 5 3 3 4 3 3 36

90 Veolia wastevalorisation 5 3 4 4 3 3 3 5 3 5 38

92OCE:fromsellingprinterstoprintingasaservice

leasing 2 3 4 1 3 1 3 3 4 2 26

93Akzochlorineproductionatcustomerlocation

localproduction 2 3 3 3 1 2 3 3 3 3 26

94 Nestléflexiblemodularfactory

modularproduction 4 3 3 5 5 1 5 3 4 4 37

95 Pfizertransportableplant

modularproduction 4 3 4 3 5 4 5 2 4 4 38

96 Youbar:createyourperfectproteinbar customization 3 2 2 1 1 4 3 1 3 3 23

97CustomizedpersonalcarebyOnlyYours

customization 2 2 2 1 3 3 1 1 3 1 19

99 Nikecustomizedshoes customization 3 3 2 1 1 4 3 1 3 3 24

100JaguarLandRoverflexibleproductionfacility

Flexibleproduction 4 3 3 1 3 1 3 1 3 3 25




101 Highvaluecakemanufacturing customization 2 1 1 1 1 1 1 1 3 1 13

102

“Spooltospool”processingtoolforprintableelectronics

flexibleproduction 5 3 3 1 3 4 5 1 4 4 33

103

Enhancedtoolfunctionalitytostreamlinecomponentmanufacturing

customization 5 3 3 1 1 4 3 2 4 3 29

104 Singleusebioreactors

increasedassetutilization

5 5 5 5 3 4 4 3 4 3 41

106

Advancedprocesscontrol(apc)forcontinuousprocessing

customization 5 4 4 3 3 5 3 4 5 3 39

108 Chemicalleasingformetalcleaning leasing 4 4 5 4 5 3 2 4 4 5 40

inspire · 2017. 10. 25. · project acronym inspire grant agreement no 723748 number of the...

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