PROBLEM STATEMENTRESEARCH QUESTION The master’s thesis will follow the action research

approach, which is not a pure “pattern analysis”.

“Action research is about working towards practical outcomes, and also creating new forms of understanding, since action without understanding and reflection is blind, just a theory without action is meaningless.” (Reason & Bradbury, 2001, p. 2)

RESEARCH METHODThrough an SRM software (Pool4Tool) the questionnaire is going to be send to the suppliers of the firm TRILUX GmbH Co. KG. The sample size is 40 to 50 chosen Suppliers (case studies). At this point of the research it is expected that clusters of suppliers (“bubbles”) are going to be formed after the results come back. The validation of the suppliers profiles will happen during a workshop with the experts (category manager, technology manager etc.) from the firm.

CONCEPTUAL MODEL EXPECTED RESULT

Scientific validated and executable method for supplierinnovativeness assessment and classification

BIBLIOGRAPHYCorsten, D./ Felde, J. (2005). Exploring the performance effects of key-supplier collaboration: an empirical investigation into Swissbuyer-supplier relationships. International Journal of Physical Distribution & Logistics Management, 35 (6), 445-61.Faes, W./Matthyssens, P. (2009). Insights into the process of changing sourcing strategies, Emerald ,24, 245-255. Handfield, R.B./ Ragatz, G.L./ Petersen, K.J./ Monczka, R.M. (1999). Involving suppliers in new product development. California Management Review, 42 (1), 59-81.Monczka, R.M./ Trent, R.J. (1997). Purchasing and sourcing 1997: trends and implications. CT: Center for Advanced Purchasing Studies (CAPS), (in press).Ragatz, G. L./ Handfield, R. B./ Petersen, K. J. (2002). Benefits associated with supplier integration into new product development under conditions of technology uncertainty. Journal of Business Research, 55 (5), 389-400.Reason, P./ Bradbury, H. (2001). Handbook of action research: participative inquiry and practice, 1 ed., London etc.: Sage Publications.Savidas, E./ Dwyer, F. R. (2000). An Examination of Organizational Factors Influencing New Product Success in Internal and Alliance-Based Process. Journal of Marketing, 64, 31-49.Schiele, H. (2012). Accessing supplier innovation by being their preferred customer. Research-technology Management, 55 (1), 44-55.Schiele, H. (2010). Innovationen von und mit Lieferanten. [Innovation from and with suppliers.] Enschede, The Netherlands: BME-Report Soosay, C. A./ Hyland, P. W./ Ferrer, M. (2008). Supply chain collaboration: capabilities for continuous innovation. Supply Chain Management: An International Journal, 13 (2), 160-169.

How to assess an existing supplier in order to recognize its innovation potential?

How to restructure current supplier base of a company in order to choose the innovative suppliers with the aim to build up or develop a strategic new product development relationship?

“theoretical and empirical knowledge, that can be applied in action;” (Reason & Bradbury, 2001, p. 2)

Furthermore because the pilot questionnaire is going to be conducted through a SRM software, there is no better fitting research method than an action research approach for “work in progress” projects. Additional the master’s thesis can support the application of a new research method and in the same time produce

TU Berlin – Chair of Entrepreneurship and Innovationsmanagement University of Twente – Chair of Technology Management – Innovation of Operations

Jakub Plonski

The development of a method for the identification of innovation from suppliers based on a supplier assessment illustrated on the example of the company TRILUX GmbH & Co. KG

1. Rigorous literature review for variable overview

2. Selection to most important variables according to literature

3. Confirmation of most important variables with category managers

4. Preparation of questionnaires about key variables for innovativeness assessment

5. Interview of suppliers through SRM

6. Visualization of the results7. Categorization of the suppliers in to

the particular quadrant

8. Validation of the results (in-house workshop)

9. Reassessment of the suppliers (if needed)

10.Delivery of a method for supplier innovativeness assessment to the firm

11.Scientific proof for the chosen variables used in the method

Questionnaires for suppliers

Matrix (graph)with results

Workshop with experts (results

validation)

Valid executable model

Rigorous literature review

Company input (Category Managers)

11 RESEARCH STEPS

As a final outcome is a reliable questionnaire expected (evaluation tool), which will help the firm to assess innovativeness of its existing whole supplier base in order to make strategic purchasing decision with which supplier to engage in collaborative new product development.

Figure 1: The action research cycle

Figure 4: Preferred customer matrix and generic strategies for buying firm

Figure 3: Dynamic path of a product in the purchasing portfolio matrix

In order to recognize an innovative supplier the master’s thesis is going to deal with the development of a method for the identification of innovative suppliers in order to access their innovations. The research question concentrate on the investigation of innovation indicators of suppliers and the choice of the most important indicators for the particular branch in this particular case the lighting industry illustrated on the example of the firm TRILUX GmbH & Co. KG.

Figure 2: Innovation change model

“I never did anything worth doing by accident, nor did any of my inventions come by accident.”

Thomas Alva Edison (1847 – 1931)

Taking this opportunity as granted I would like to express my gratitude to all people, who made it possible to write the master’s thesis at TRILUX GmbH & Co. KG. Especially I would to thank Prof. Dr. Holger Schiele – Head of the Chair of Techonology Management – Innovation of Operations at University of Twente for the continuous support on the way to make it happen. I would like thank Mr. Thomas Fobbe – Head of Purchasing and Member of Management Board at TRILUX GmbH & Co. KG for taking the time and giving me precious advice at the start. I would like to thank Mr. Ulrich Albrecht – Head of Category Management at TRILUX GmbH & Co. KG for sharing with me his enormous experience in the field of purchasing. I would like to thank all the employees in the purchasing department for being available and spending the extra time to explain me the day-to-day business of category managers (E. Benzel, A. Gomolzig, S. Echtermeyer, U. Liffers, A. Lux, S. Noy, P. Stawarz,) and the project purchasing team (C. Pietzk, S. Bruchhage, M. Koep) . I would like to thank the project manager Mrs. Sonja Walter for her valuable insights in project management. Last but not least I would like to thank Mr. Martin Peck from the construction department at TRILUX GmbH & Co. KG for his expertise and support during the printing process of this research poster.

ACKNOWLEDGMENTS