Executive Summary
Bosch Group, established in 1886 by Robert Bosch in Germany, is one of the global leaders in engineering services and technology companies. Bosch operates across 60 countries, generating nearly 80 billion Euro in revenue and employing more than 400,000 associates.
Bosch main competitors vary depending on the solutions provided, few to lists are: Continental, DENSO, Honeywell, Siemens and United Technologies.
Starting from Bosch’s operations strategy and how it contributes to Bosch’s “Invented for life.” strategic directions, this article provides reflections on the different process design implemented by Bosch to deliver products and services variations across Bosch’s four solutions categories. Bosch’s competitive advantage and the company’s operations efficiency is analised by looking at Bosch’s supply chain configuration as well as the devotion Bosch puts in ensuring total quality management of the suppliers, operations and in simplifying customer tiers.
By looking at Bosch’s traditional ERP IT systems and Bosch approach to modern digital solutions based on Industrie 4.0 principles, the article evaluates how complex IT capabilities sustain and enhance Bosch’s operations management.
The article analysis Bosch’s quality management processes based on Bosch Production System lean manufacturing principles and provides the prospect on how Bosch implements effective operational decisions. The article reflects on how advanced data driven Bosch digital capabilities sustains Bosch’s change management.
Finally, the article critically debates on innovation at Bosch and how Bosch’s effort is directed in implementing structural and infrastructural issues improvements. How the strategic investments done for embracing at scale Industrie 4.0 principles are yet to provide the complete expected returns and how emerging challenges as supply chain shortage requires Bosch to take further strategic actions.
Bosch Introduction
Established in 1886 by Robert Bosch in Stuttgart – Germany (Bosch, 2022), Bosch Group is now one of the global leaders in engineering services and technology. Bosch has more than 400 subsidiaries and regional companies across 60 countries. The group generates nearly 80 billion Euro as revenue and employs more than 400,000 workers (Bosch, 2021; Statista, 2022). Bosch’s market value is approximately 430 billion of U.S. dollars (Yahoo! Finance, 2022).
Bosch sales various products in mobility solutions, consumer goods, industrial technology, and energy & building technology with mobility solutions representing nearly 60 percent of Bosch’s sales (Bosch, 2021).
Bosch competes in the market (Statista, 2022; HeartOfCodes, 2021; Technavio, 2019) with companies like Continental, DENSO, Valeo, Magna International, Aisin Seiki, Hyundai Mobis (mobility solutions), Honeywell, Whirlpool (consumer goods), Wood, Siemens, General Electric, Hewlett Packard, Johnson Controls (industrial technology), Schneider Electric, United Technologies and Emerson Electric (energy and building technology).
Bosch’s Operation Strategy
Intended to continue the vison of Bosch founder Robert Bosch, Bosch’s “Invented for life.” strategy was introduced in 2005 to enforce the company culture of looking beyond economic growth alone, but to define success as the improvement of living conditions (Köppel P. & Sohm S., 2008; Bosch 2012; Bosch 2005).
Strategic Approach
Bosch restlessly improves the digitalizing of its products and its operations (Bosch, 2021; Industrie 4.0, 2022) and Bosch understands the importance to reduce maintenance times and achieving higher availability (PWC, 2018; Kiran D.R., 2019) so to accelerate product life cycles (Sabadka D. & Molnár V. & Fedorko G., 2019). A leading member of the Industrie 4.0 working group (Bosch, 2021; Industrie 4.0, 2022), Bosch develops AIoT solutions as key technology differentiator of Bosch’s future strategy and of Bosch’s ability to provide value for customers throughout the products’ entire lifecycle.
Given this strategic approach, Bosch is evolving its own operations, competencies and career paths to inhouse the necessary digital capabilities and to reduce the dependencies on third parties (Bosch, 2021). After establishing the necessary technology foundations, Bosch is now directing its strategic decisions in commercializing and scaling its AIoT solutions. For example, Bosch implemented a Center of Competence to support at scale AIoT sales and solutioning across geographies (Bosch, 2021; Reiz A. & Dibowski H. & Sandkuhl K. & Lantow B., 2020).
Bosch’s culture, aligned with the company’s values, unites aspects as ownership, ethical and diversity forward-looking, attention to the others and respect of the environment (Bosch, 2022). The importance of those values is reflected in Bosch’s operation methodology and the vital attention given to ownership in the methodology itself. In 2000s Bosch implemented its Lean reference model BPS (Bosch 2022; Gnoni M.G. & Andriulo S. & Maggio G. & Nardone P., 2013) and established the important principle of involvement of all employees. BPS emphasises that each employee, at the best her capabilities, contributes improving the overall company performances. The importance of each Bosch’s employee is recognized and outspoken by company executives and leaders (Culture of Innovation, 2017; Corporate Rebels, 2021). Workers reviews provide a positive perception of the employees’ satisfaction in working at Bosch (Glassdoor, 2022; Great Place to Work, 2017). Bosch’s attention to employment engagement principle is well reflected in the EFQM Global Excellence Award (EFQM,2021) assigned to Bosch in 2017 and emphasising how Bosch leadership consistently involves all the employees.
Given the analysed factors above of Bosch’s operation strategy, we can conclude Bosch implements a “bottom-up” operation strategy.
Bosch released its Industrial IoT Platform Bosch IoT Suite (Bosch, 2022) in 2016 (Bosch, 2016; The Economist, 2017) to create competitive advantage by bringing value to Bosch’s customers for the entire life cycle of Bosch’s products. Bosch IoT Suite, an investment of more than 15 years, implements a series of functionality relevant for various customers segments as for example in logistics and building management. Functionality wise, Bosch IoT Suite is recognized as a valid Industrial IoT Platform solution (ExpertOn Group, 2017) and Bosch is investing in partnerships to expand the platform geographical and industry coverage (HUAWEI, 2018; SAP, 2016, Bosch 2016). Bosch does not rely only on the IoT platform to reinforce its competitive advantage. In addition to the platform, Bosch developed a framework for measuring and improving the degree of maturity of its own digital operations across all Bosch’s business functionalities. Based on its learning, Bosch is extending the framework to its customer (Bosch, 2020) fulfilling Bosch’s intent in providing standards for the industry as Bosch did for past products (Bosch, 2012; Anand Jayakumar A. & Nithish A.S. & Karthikeyan P & Mouleesh R., 2021).
That said, to effectively determine standards in digital operations is necessary obtaining large amount of data to analyse, so to derive insight on the operations efficiency and to predict future behaviour. Bosch is facing challenges on IoT Suite adoption and economical results (HG Insight, 2022; Bosch, 2021), this could represent a missed opportunity for Bosch.
In addition, Gartner – a principal research and advisory technology company – has not yet identified Bosch IoT Suite neither as a market leader neither as a niche player for Industrial IoT Platforms solution (Gartner, 2021).
Given those considerations, while Bosch’s strategic role of operations is certainly internally supportive, is not yet at a level to support externally the company.
Triple Bottom Line Impact
Bosch stated in 2020 (Bosch, 2021) to be carbon neutral on its direct operations. Bosch extensively uses renewable procured energy and, when CO₂ emissions could not be avoided, Bosch buys offset credits (Bosch, 2020).
Carbon offsets initiatives have been attracting criticism on their effective value and raising fraud concerns (The Guardian, 2021; The Wall Street Journal, 2021; Carbon Market Watch, 2022; You M. 2022). Bosch is engaging with two of the most prominent non-profit organizations (The Guardian, 2021) as Gold Standard and the Verified Carbon Standard in assessing its sustainability achievement (Bosch, 2020). That said, both the non-profit organizations had not been free from examinations on some past projects’ transparency (Financial Times, 2021; Verra, 2021).
In implementing its plan for Scope 3 sustainable initiatives, Bosch is working together with Science Based Targets initiative (SBTi). 2019 SBTi’s review provides a less rosy scenario, Bosch’s Scope 1 and Scope 2 targets are not completed yet and Bosch’s Scope 3 target just started (Science Based Targets, 2021).
Even with those remarks, Bosch sustainable experience has been of high relevance and Bosch is converting its lessons learned in competitive advantage by for example, helping other companies in a similar transformation path with its Bosch Climate Solutions consulting services and by research on mobile fuel-cell systems and water consumptions. All those sustainable efforts bring both environmental value, as well as favourable impact on customer and Bosch brand appreciation (Singh K., 2017).
In terms of occupational safety, Bosch set its target to up 1.45 accidents per millions of worked hours lower than the manufacturing industry benchmarks (Safe Work Australia, 2006). That said, last year Bosch documented an increase in work-related accidents (Bosch, 2021) and, in terms of violation and penalties tracked (Good Job First, 2021), Bosch received few penalties related to employee-related offences.
Competitive Advantage Drivers
To sustain their competitive advantage, organizations need to define effective operation strategies by prioritizing operations activities and capabilities able to create the organization’s value in the immediate and long term. In this context organizations should optimize their supply chain configuration to prioritize customers interactions having the highest growth prospect and transactions cost reductions. This implies smoothing interconnected relationships between all parties supplying input to, and receiving output from, the company’ operations. Such optimization is linked (impacts and it is impacted by) to the process design based on the product [or service] volume-variety continuum (Barnes D., 2018).
In this context Bosch growth and updated its offering across its divisions over the years. Bosch achieved market leadership positions as in the automotive sector (Statista, 2021) and has been gaining advantage for years by combining the deep know-how developed in its historical plants with the competitiveness opportunity provided by more low-costs locations (Grauer M., 2007). Going through few global recessions now, Bosch is developing an attitude to handle the risks that could affect its entire markets simultaneously (Bosch, 2009).
In analysing Bosch’s operations costs efficiency and automation, we have been taken in consideration the proxy metric defined by the ratio between Bosch’s revenue and the company’ personnel expenses, with high ratio highlighting higher operations costs efficiency and automation (the same revenue unit is obtained by lower personnel expenses) and vice versa, low ratio highlighting lower operations costs efficiency and automation.
As visualized in the graph, we can observe the positive trend in terms of efficiency achieved by Bosch. Efficiency obtained in conjunction with the company growth that tripled its workforce in the last 50 years.
Benchmarking Bosch’s operation performances with competitors by revenue per employee, we notice Bosch’s tailgates Siemens’ performances. Bosch performances denote opportunities for improvement as Bosch’s revenue per employee is lower compared to the Industrial industry sector (Statista 2022; Craft, 2016, Bosch, 2021).
Process Design
Each organization aims to create value for customers that is higher than costs encountered in generating and supplying the same. For being a competing advantage, the value created by the organization must be recognized, or perceived, as superior comparing the ones offered by competitors (Whittington R. et al; 2020).
Bosch provides fourteen solutions across its four-business segment (Bosch, 2021) delivering both products and services and very often achieving high variety and high volumes for each of the solution as detailed in the table 1. Bosch implements all options of process types and process layout from mass production to, as for example in Building Technology, projects implemented in fixed locations as airports and other large buildings (Bosch, 2017). Bosch has thirty-six manufacturing sites outside of Germany with each of them implementing process specializations. Germany remains the core of Bosch operations but the presence in Europe and Asia are also very relevant (Bosch, 2020).
Supply Chain Configuration
Within the supply chain configuration and process, one of the crucial activities is the continuous capacity management defined as matching supply and demand (Barnes D., 2018). Poor or non-optimal capacity management can have a high financial impact or value creation constrains.
Within BPS, Bosch implements synchronization Lean principles (pull principles – providing resources only when requested) to optimize capacity management. That said, as highlighted in the graph below, in the recent 2 years the inventories cost has been increasing nearly 2 percentual points compared to Bosch’s revenue. An action taken by Bosch to rise its resilience to the supply chain crisis and concentrated on raw-materials inventory increase (Bosch, 2021).
Bosch sells products and services to Tier 1 customers mainly car manufacturer and retailers. In this context the Bosch IoT Suite provides the opportunity to simplify the customer side of the network configuration by reaching directly final customers so to have the highest growth prospect and transactions cost reductions.
Bosch’s operates with 24,000 suppliers spanning in various industry sectors and across 50 countries, trading high purchasing volumes as both Tier 1 and Tier 2 (Bosch, 2022). In line with its BPS lean methodology, Bosch requires high quality standards (Bosch, 2020) from its suppliers while helping them to align with Bosch’s expectations (Bosch, 2022). Bosch institutionalized a quality award for suppliers embracing Carbon Disclosure Project sustainability requirements (CDP, 2022) as reference.
IT Capabilities
To evaluate at the best Bosch IT capabilities and how they sustain Bosch’s operations is worth considering the overall technology strategy companies like Bosch, moving to digital business, should ponders.
In pursuing its strategic objective of engaging with final customers and proving value during the entire life cycle of its products (Bosch, 2022; Draxler D. & Neureiter C. & Lastro G. & Schwartzkopff T. & Boumans M. 2019; Reuters, 2021), Bosch fully embraced the Industrie 4.0 principles (Bosch, 2021; Industrie 4.0, 2022) and implemented the Bosch IoT Suite.
Bosch contributed to the definition of the Reference Architecture Model Industrie 4.0 known as RAMI 4.0 (Industrie 4.0, 2019) as an important standardisation effort for integration and interoperability of IT systems (Batchkova I. A. & Gocheva D. G. & Georgiev D., 2017).
IT Capabilities – Contribution to Operations Management
By starting its ERP implementation in 1980s, Bosch reached mature ERP capabilities benefiting of the various cycle of optimization and expansion for Bosch’s ERP model (Rau K.H. & Sankar C, 2005).
Bosch collaboration with SAP in implementing its ERP solution is longstanding and given Bosch experience on optimizing and localizing SAP products for assembly and manufacturing industry. Bosch now commercializes its SAP template for helping other similar companies in their digital transformation (Bosch, 2020; SAP 2020).
Innovative IT capabilities as MOM system have been introduced to provide higher quality and/or efficiency of manufacturing process by combining cutting-edge technologies and traditional manufacturing processes (Filipov V. & Vasilev P., 2016). In fulling the synchronization Lean principles, the integration between MOM and the enterprise systems as ERP must happen as soon as the data point is collected – known as real time integration.
On this basis, Bosch and SAP entered in a strategic collaboration to integrate SAP HANA database with Bosch IoT solution (SAP,2016). The intent of the integration is to implement the real time analysis of data collected in operations with the business decision that are taken at ERP level.
IT Capabilities – Benefits and Drawbacks
Bosch’s ERP standardization was successful from a financial viewpoint. Estimated to last 3.5 years and to cost approximately a billion-dollar between 2002 through 2008 (Rau K.H. & Sankar C, 2005; Rau K.H. & Sankar C, 2006). The investment, nearly 10 percent of Bosch’s net income for the entire period, is in line with benchmarks (2-3 percent of the annual revenue) for owning an ERP (Oracle, 2021). Bosch’s business benefited from the ERP implementation as its revenue increased by circa 30 percent and the EBIT doubled between 2002 and 2008 (Bosch, 2022).
Industrie 4.0 studies project increase of revenue by 2.5 percent and decrease of production costs by 2.6 percent per year (PWC, 2014). Since 2015 Bosch revenue increased by more than 10 percent, that said, Bosch’s EBIT has not yet benefited by adopting Industrie 4.0 at scale (Bosch, 2022).
Despite its deep involvement in the Industrie 4.0 movement, implementing its strategic and competitive objective Industrie 4.0 at scale is not simple for Bosch. One point to reflect on is the vast variation of products and volumes Bosch produces. Each of the process creates an enormous and diverse amount of data with high degree of complexity across its global manufacturing network. In a such challenging scenario, Bosch took the decision to implement its own custom solution based on generic data analytics platform (Groeger G., 2018). A decision that in one end helped Bosch addressing Bosch’s specific requirements but, on the other end, required additional and extended effort.
Quality Management
Most of Bosch quality posture is focused on Bosch’s founding value reliability (Johnson A., 2008; Gnoni M.G. & Andriulo S. & Maggio G. & Nardone P., 2013; Bosch, 2018; Bosch, 2020; Bosch, 2019). The linkage between reliability and customer’s expectations (Bertsche B. & Lechner G., 2004) is critical to Bosch for aligning customers’ specification to operations specification. While this alignment is simpler in B2B as customers specifications can be better quantified and addressed with high accuracy (Bosch, 2020), in B2C Bosch mitigates potential misalignments by evaluating customer segments and implementing touch points where the various voice-of-the-customer can be channelled and heard.
Quality Monitor and Control – Methods
BPS implements the synchronization Lean principles, explicitly refers to waste avoidance (elimination) and continuous improvement dictated by the Lean principles. BPS renames the involvement of all employee’s principle in personal responsibility. BPS empowers each employee, at the best her capabilities, to contribute improving Bosch’s performances. By implementing Lean, BPS de facto embraces TQM (Barnes D., 2018).
In 1998 Bosch, together with other 14 European companies and the European Commission, established the EFQM (EFQM, 2021). The foundation implemented the EFQM Model (Nabitz U. & Klazinga N. S. & Walburg J., 2000) that was recently rearchitected (EFQM, 2022) as a quality management framework, applicable to various industries. The model is based on three main criteria:
- Direction – embedding quality in the company strategy
- Execution – how the organization implements its differentiating strategy
- Results – what the organization achieved today and intends achieving next
Bosch obtained the EFQM Global Excellence Award in few editions (Ley Hill solutions, 2016) with Blaichach Immenstadt BhP plant winning in 2017 (EFQM,2021) by “Fundamentally embrace the concepts of continuous improvement as though it is part of our DNA” (EFQM, 2017, p. 11). BhP leadership by consistently involving all the employees “all under one roof” (EFQM, 2017, p. 11) doubled BhP productivity, reduced internal failures costs, and achieved zero unmatched delivery fulfilment. Hence, BhP performed highly in quality-specification-to-actual metric. Failure rate reduction is a reoccurring topic in industry quality awards received by Bosch (AQM, 2009).
EFQM model focuses on Quality 4.0 (Nenadál J., 2020) by embracing the UN Sustainable Development Goals and emphasizing future focus transformations adopting Industrie 4.0 to increase operational excellence achievements. Some criticisms are raised to the model as the linkage between successful transformation and technology transformation strategies, or people management aspects, are considered unclear and not easy to implement (Fonseca L. & Amaral A. & Oliveira A., 2021). Bosch, as a contributor to the EFQM and a leading member of the Industrie 4.0, should elaborate those criticisms to increase its Industrie 4.0 solutions adoption across Bosch’s customers.
Organizations Functionalities
Bosch has two functions defined for quality: the Quality Management and the Field Quality Board. Those functions are represented in the Board of Management by the board Chairman Dr. Stefan Hartung, Dr. Michael Bolle, Dr. Markus Heyn and Rolf Najork who leads Manufacturing and Quality (Bosch, 2021).
In managing the quality of its suppliers, Bosch established the Purchasing Quality Management function as the major approval and owner of Bosch’s Supplier Quality Management Process (Bosch, 2021).
Bosch 14 Quality Basics standardize the value stream design and quality process and cover the entire value chain from the procurement of raw materials and supplies, then the making process up to the delivery to customers. Bosch requires its entire network configuration (both upstream and downstream) to comply to its 14 Quality Basics (Bosch, 2016).
Innovation Recommendations
In terms of innovation, Bosch denotes a valid dynamism leading ahead of its competition in terms of patents published by the company in the last 5 years as showed in Table 2.
Bosch spending on Research and Development has been between 6.5 and 10.2 percent of the company revenue in the last 18 years (Bosch, 2022) and slightly above competitor as Siemens and comparable industries average (PWC, 2022).
That said, as displayed in the Figure 3, Bosch spending on Research and Development recently decreased compared to both the company revenue and the company’ personnel expenses. That could be a potential issue. As Bosch focuses on AIoT and strategically move toward being a software and service company (Bosch, 2021), Bosch investment is well below 15 percent, the percentage of revenue invested in Research and Development by companies in Software and Service (PWC, 2022).
Structural Issues Improvements
Bosch has been implementing Industrie 4.0 principles trying to fulfil two strategic objectives, one the ability to engage with its final customer along the entire lifecycle of its product, and the other to improve continuously Bosch’s operations.
On both the strategic objectives Bosch has yet to achieve satisfactory results. Despite the important investment done by Bosch, IoT Suite solution is not yet producing the expected revenue results (Bosch, 2021). Bosch Quality Management processes with modern technologies is not yet paramount.
Given the vast variety of operations processes, products and intellectual investment, Bosch is accelerating the value it derives by Industrie 4.0 in quality management (Bosch, 2021; Groeger G., 2018). TQM 4.0 practices will eventually enable Bosh to scale smart quality management processes for both its own operations and the customers served. Bosch should always consider the constructive criticisms raised on the EFQM Model (Fonseca L. & Amaral A. & Oliveira A., 2021) and ensuring its smart quality systems are consistently vertically and horizontally integrated in Bosch’s entire value chain (Sütőová A. & Šooš L. & Kóča F., 2020).
Bosch IoT Suite is unlikely to achieve satisfactory adoption without embracing open and more mature ecosystems. AIoT platforms to provide real benefits to all the stakeholders, in general requires high volume of qualitative data to observe, analyse and predict on. The low adoption of the IoT Suite solution is a threshold issue that could doom Bosch ability to simplify its supply network configuration.
Bosch achievements in terms of its carbon neutral goals is remarkable as obtained ahead of the target year 2025. Scope 3 carbon emissions goal prospect an opportunity for Bosch accelerating its Industrie 4.0 objectives. By pursuing the Scope 3 target, Bosch’s operations management can fulfil three of Bosch strategic objectives:
- The complete achievement of Bosch’s carbon emission goals
- Circular economy – one the emerging trend for Manufacturing Operations Strategy (Gartner, 2020) and Bosch stated ambition (Bosch, 2021)
- Industrie 4.0 solutions.
By doing so, Bosch operations will then be effectively externally supporting. The moment the customer and products behaviour data flow are scalable and sustainable, Bosch will have all the right data points to assess circular economy scenario, engage with customers and effectively measure and act on Scope 3 carbon emission requirements.
Infrastructural Issues Improvements
As observed earlier, Bosch increased its inventory to mitigate the risks of supply chain disruptions. Increasing inventory is a trend that is affecting not only Bosch (World Economic Forum, 2022) and is already entrenching with inflation raise (Bloomberg, 2022; Forbes 2022). As Inflation raise is becoming permanent (The Wall Street Journal, 2022), increasing the inventory is not a sustainable practice.
When considering for example the shortage of semiconductors, Bosch is already looking at opportunities to ramp-up its production capabilities to decrease the dependency on supplier (Bosch, 2021), that said this will not represent a definitive countermeasure. Holistic digitalised operations management, with high use of predictive analytics in the supply chain should provide to Bosch a more resilient mitigation approach (McKinsey, 2021).
Conclusions
Bosch has been implementing its operation management always aiming for a quality pivoted on resiliency. The company achieved a high degree of operations efficiency by applying lean manufacturing principles embedded in BPS and being recognized by industry quality awards as the EFQM.
Since 1980s, the company implemented robust ERP systems achieving high maturity and efficiency allowing the company to sell some of their ERP SAP templates implementations to other companies operating in the same industry.
Working on a large portfolio of products and services that Bosch delivers to customers across four solution categories, Bosch implemented various product types and layout types building a culture of consistently involving all the employees (named “all under one roof”). By living the lean manufacturing principles, Bosch implements quality processes involving its entire supply chain and by institutionalizing a supplier award, Bosch chaises excellence and sustainability of its network configuration.
In fulfilling its strategic direction “Invented for life.” Bosch is implementing initiatives to transform its competitive advantage by becoming a digital company. As founder member of Industrie 4.0, Bosch has been implementing the industry reference architecture RAMI 4.0 and participating in renewal of the EFQM Model in defining TQM models based on Industrie 4.0 principles.
Bosch should consider wherever moving to an open IoT platform to achieve higher digital adoption of Bosch’s solutions. In this regard, this article suggests Bosch to focalises its systems and operations management on Scope 3 sustainability principles. The recommendation, that could be demonstrated by further quantitative studies, should drive three interconnected Bosch’s strategic objectives as carbon emission reduction goals, circular economy, and consistently bringing value for customers across the entire life cycle of Bosch’s products. At that point Bosch will achieve Stage 4 of the Hayes and Wheelwright’s model with Bosch’s operation externally supporting Bosch’s strategy.
Glossary and Abbreviations
“Bottom-up” Operation Strategy = the bottom-up perspective is one of which operations strategy emerges through a series of actions and decisions taken over time within operations (Barnes D., 2018, p.81).
AI = Artificial Intelligence.
AIoT = Artificial Intelligence combined with Internet of Things.
B2B = Business to Business
B2C = Business to Consumer
BPS = Bosch Production System.
Business strategy = is how a single business unit of the organization should compete within its market (Whittington R. & Regner P. & Angwin D. & Johnson G. & Scholes Kevan; 2020, p.12).
Competitive advantage = how an organization is going to achieve its scope in face of the competition (Whittington R. et al; 2020, p.10).
Corporate Strategy = overall scope of the organization and how it is distributed between the organization units. It can include the distribution of resources between the various organization units (Whittington R. et al; 2020, p.771).
EFQM = European Foundation for Quality Management
Industry 4.0 = introduced by the Germany Federal Government’s High Tech Strategy (Deutschland.de, 2014) envisions highly digitized production systems where machines, products and workforce are connected. Based on various digital technologies, Industry 4.0 offers manufactures and products users the opportunity to control in real-time concept-to-specification and quality-specification with a high degree of accuracy.
IoT = Internet of Things.
MOM = Manufacturing Operations Management systems are based on the reference architecture and Industrie 4.0 principles that implement the concept of intelligent manufacturing (or smart factories).
Operations function = operations function is that part of the organization that has the responsibility for operations management (Barnes D., 2018).
Operations management = operations management is concerned with the management of the resources and process required by an organization to produce goods and services for customers (Barnes D., 2018).
Operations strategy = operations strategy concerns the pattern of strategic decisions and actions which set the role, objectives and activities of the operations (Barnes D., 2018).
Process design = combine process technology, process types and process layout (Barnes D., 2018).
Process layout = there are four generic layout types for process equipment: fixed position – when resources required to carry on the operations are carried out where the operation takes place; process layout – resources are carried out in area designed to fulfil the process with low volumes and high variety, group (or cell) layout – aim to balance the benefit of both high volumes and high variety, and product layout – the resource being transformed are carried out in area that perform the same activity on high volumes and low variety (Barnes D., 2018).
Process technology = take in consideration process technologies are the tools (equipment, machines and other devices) used in operations that transform materials, information or customers (Barnes D., 2018).
Process types = processes are analysed by their degree of scale, degree of automation and degree of integration. Processes can be categorized according to the volume and variety that they are suited to producing. For manufacture goods, there are five generic process types: project, jobbing, batch, mass and continuous. For services, there are three: professional services, service shops and mass services (Barnes D., 2018).
Q 4.0 = see Quality 4.0
Quality 4.0 = quality management based on the Industrie 4.0 paradigm.
Supply chain [or supply network] configuration = a supply network is the set of interconnected relationship between all the party the supply inputs to, and receive output from, an operations. A Supply network configuration might be defined through tier layers. A tier 1 supplier is an immediate supplier to an organization, one that supplies directly to the organization. A tier 2 supplier supplies to a tier 1 supplier, and so on. The concept of tiers can also be applied to customers in the supply network. A tier 1 customer is one that is supplied directly from the organization’s operations. (Barnes D., 2018).
Science Based Targets initiative (SBTi) = Founded in 2015, SBTi is a partnership between CDP, the United Nations Global Compact, World Resources Institute (WRI) and the World Wide Fund for Nature (WWF).
Scope 1 = Scope 1 emissions are direct greenhouse (GHG) emissions that occur from sources that are controlled or owned by an organization (e.g., emissions associated with fuel combustion in boilers, furnaces, vehicles) (EPA, 2021).
Scope 2 = Scope 2 emissions are indirect GHG emissions associated with the purchase of electricity, steam, heat, or cooling (EPA, 2021).
Scope 3 = Scope 3 emissions are the result of activities from assets not owned or controlled by the reporting organization, but that the organization indirectly impacts in its value chain. Scope 3 emissions include all sources not within an organization’s scope 1 and 2 boundary (EPA, 2022).
Triple Bottom Line = the triple bottom line is the idea that an organization should measure its performance in terms of social and environmental outcomes in addition to economic outcomes (Barnes D., 2018).
TQM 4.0 = TQM 4.0 [or Q 4.0] practices – new smart quality frameworks using machine learning as predictive statistical process control are ready to replace traditional inspection-based quality control procedures (Chiarini A. & Kumar M., 2021; Van Nguyen T. A. & Tucek D. & Pham N. T., 2022)Value Creation = the products or service the organization offer and to who (Whittington R. et al; 2020, p. 221).
Appendix
| Business Sector | Solution | Product / Service / Both | Product Variety | Product Volumes | Process Type & Layout | Selected Production Locations |
| Mobility Solutions | Powertrain Solutions | Product | High Variety (Bosch, 2018) | High (assumed) | Mass production (Bosch, 2021) Process Layout (Bosch, 2018) | Vietnam (Vietnam Investment Review, 2018) |
| Chassis System Control | Product | High Variety (Bosch, 2020) | High (assumed) | Batch (assumed) Product Layout (assumed) | China (China Buses, 2011), Poland (Bosch, 2020), India (Auto.com, 2017) | |
| Electrical Drives | Product | High Variety (Bosch, 2014) | High (assumed) | Batch (assumed) Product Layout (assumed) | India, Germany (Bosch, 2019) | |
| Cross-Domain Computing Solutions | Both | High Variety (Bosch, 2022) | High (assumed) | Service shop (assumed) | Global (SAE, 2021) | |
| Automotive Electronics | Product | High Variety (Bosch, 2020) | High (assumed) | Batch (assumed) Product Layout (assumed) | Germany (Bosch, 2021), China (Auto.com, 2017), Italy (Bosch, 2020) | |
| Automotive Aftermarket | Both | High Variety (Bosch, 2021) | High (assumed) | Service shop (assumed) | Global (Bosch, 2022) | |
| Automotive Steering | Product | High Variety (Bosch, 2017) | High (assumed) | Batch (assumed) Product Layout (assumed) | Mexico (Mexico Now, 2017), Hungary (Bosch, 2021) | |
| Bosch eBike Systems | Product | High Variety (Bosch, 2022) | Medium (Bike Europe, 2020) (The Latz Report, 2019) | Jobbing (assumed) Group Layout (assumed) | France, Germany, Hungary, China (Bosch, 2022) | |
| Industrial Technology | Drive and Control Technology | Both | High Variety (Bosch, 2022) | High [27] | Batch (assumed) Product Layout (assumed) | India, Germany, China. USA, Turkey, Great Britain, Sweden, Brazil, Slovenia, Japan, France (Bosch, 2022) |
| Consumer Goods | Power Tools | Product | High Variety (Bosch, 2019) | High (Statista, 2022) | Mass production (Bosch, 2017) Product Layout (assumed) | Hungary (Bosch, 2017), India (ANI, 2020), Czech republic, Italy, Poland, Russia, Switzerland, UK, Brazil, China, Malaysia, Mexico, USA (Bosch, 2020) |
| BSH Hausgerate GmBH | Product | High Variety (Siemens, 2020) | High (Siemens, 2022) | Mass production (Siemens, 2022) Product Layout (assumed) | Czech Republic, France, Greece, Poland, Russia, Slovakia, Slovenia, Spain, China, India, Peru, USA (Bosch, 2020) | |
| Energy and Building Technology | Building Technology | Both | High Variety (Bosch, 2017) | Medium (Bosch, 2018) | Project, Fixed Position (Bosch, 2018) | Global (Bosch, 2018) |
| Thermotechnology | Product | High Variety (Bosch, 2022) | Expected to be high as Bosch is one of the larger player (Chatttenn Sports, 2022) | Mass production (Bosch, 2020) Product Layout (assumed) | Germany, Czech Republic, Austria, Russia, China (Bosch, 2022), USA (Bosch, 2020) | |
| Bosch Global Service Solutions | Service | High Variety (Bosch, 2022) | Low volume | Professional services | Global (Bosch, 2022) |
| Company | Patents Publication since 19/06/2017 |
| Bosch (*) | 135,828 |
| Denso | 120,309 |
| Magna | 16,075 |
| Aisin Seiki | 18,479 |
| Continental | 50,357 |
| Hyundai Mobis | 11,436 |
| Johnson Controls | 14,897 |
| General Electric | 68,726 |
| Hewlett Packard | 78,226 |
(*) Bosch data might be higher as 135,828 is understood to be the maximum number of the search results returned by Google Patent. If computed only on the last four years, the patents published by Bosch where 132,064.
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