Digitala Stambanan Produktion – Digital ecosystems – an increasingly important concept

In previous chronicles, we have touched upon both digital value chains, and digital plattforms platforms , as well as the difference between them. A third and closely related concept is digital ecosystems, which we intend to delve into today.

So, what is a digital ecosystem?

Martin Friis
Martin Friis

Work package manager

Digitala Stambanan Production

In brief, we could explain it by saying that it is a dynamic network of actors and technologies that collaborate and interact digitally to create value and enable innovation.

Magnus Mörstam
Magnus Mörstam

Work package manager

Digitala Stambanan Production

A digital ecosystem requires one or more digital platforms as a technical foundation or infrastructure that facilitates interaction, transactions, and/or the exchange of information between users and actors. This can be a website, an app, a cloud platform, or a software platform. A digital platform typically offers various functions, tools, and services that users can benefit from.

A digital ecosystem is a broader concept that not only includes the digital platform but also all the actors involved in the interaction and collaboration on the platform. A digital ecosystem may consist of companies, organizations, users, and other stakeholders who interact and exchange value using the digital platform as a hub.

In other words, we can say that the digital platform is the technology or tool used to enable interaction and transactions, while the digital ecosystem is a broader concept that also encompasses the actors and interactions occurring on that platform.

To provide an example: Facebook can be regarded as a digital platform where users can create accounts, share posts, comment, and interact with each other. However, the digital ecosystem for Facebook also includes companies advertising on the platform, developers building apps for Facebook, users sharing content, and so forth.

In the previous chronicle, we described the difference between digital value chains and digital platforms. We explained digital value chains as the overall process of creating and delivering products or services by digitally integrating various activities and actors. This means that a company can collaborate with its suppliers to ensure a smooth supply chain and high-quality input materials. It can also involve interacting with customers to understand their needs, delivering value through products or services, and managing post-sales activities such as support and feedback. Despite multiple actors being involved, the focus is still on optimizing and coordinating interactions to deliver value to customers, and this can occur within the framework of a single organization.

On the other hand, a digital ecosystem extends beyond a single organization’s value chain and includes multiple independent actors and platforms. It is a dynamic structure where different actors collaborate and create value through exchange, cooperation, and interaction. A digital ecosystem may include several companies, organizations, users, technology providers, and other stakeholders who collaborate and exchange value through a central platform or network. It is a broader perspective that is not limited to the operations of a single organization, and where multiple parties can benefit from the collaboration and synergies that arise within the ecosystem.

It is important for companies to understand the significance of digital ecosystems for several reasons:

  1. Business Opportunities: By understanding digital ecosystems, companies can identify and capitalize on new business opportunities. By participating in existing digital ecosystems or building their own, companies can reach a broader audience, expand their customer base, and create new revenue streams through collaboration, partnerships, and integration with other actors within the ecosystem.
  2. Access to Resources and Expertise: Being part of a digital ecosystem grants companies access to a broader pool of resources and expertise. This may include access to technology, data, infrastructure, knowledge, and skills available through collaborations and partnerships with other actors within the ecosystem. This can help companies streamline their operations and drive innovation.
  3. Innovation and Faster Market Entry: Digital ecosystems foster innovation by enabling collaboration and the exchange of ideas among different actors. By being part of an ecosystem, companies can benefit from innovative solutions and quickly adapt to changing market conditions. It can also help accelerate the market entry of new products and services by leveraging existing infrastructure and customer base within the ecosystem.
  4. Competitive Advantages and Differentiation: By understanding and actively participating in digital ecosystems, companies can create competitive advantages and differentiate themselves from their competitors. By offering unique solutions and creating synergies with other actors within the ecosystem, companies can create value propositions that are difficult to replicate. This can help strengthen their position in the market and build long-term competitiveness.
  5. Customer-Centric Strategy and Customer Experience: Being part of a digital ecosystem allows companies to improve the customer experience and provide added value to their customers. By collaborating with other actors within the ecosystem, companies can offer integrated solutions, customized offerings, and create a seamless experience for their customers. This can increase customer loyalty and differentiate the company from its competitors

By actively participating in and benefiting from digital ecosystems, companies can strengthen their competitiveness and position themselves well in the digital era. It’s about understanding their role and position in a larger context. What can we contribute? What do we have that could be valuable to others? While it’s easy for us to write, it may be more challenging for a company to practically implement. For those interested, we recommend a methodology for mapping ecosystems developed by, among others, Fredrik Svahn at the University of Gothenburg (GU).

In general, we propose the following steps to gain a deeper understanding of the various actors, their relationships, value flows, and the overall dynamics of an ecosystem:

  1. Identify Actors: First and foremost, you need to identify the different actors involved in the digital ecosystem. This can include companies, organizations, users, suppliers, and other relevant stakeholders.
  2. Analyze Actors’ Roles and Relationships: The next step is to analyze and understand the roles and relationships of actors within the ecosystem. This involves identifying who collaborates, competes, or influences each other, as well as the type of value exchange and interaction that occurs between them.
  3. Map Platforms and Technologies: Identify the various digital platforms and technologies used within the ecosystem. This can include central platforms that act as the hub for interaction and collaboration between actors. It may also include technologies used to enable data exchange, communication, and collaboration.
  4. Evaluate Value Flows: Analyze and evaluate value flows within the ecosystem. This involves understanding how value is created, transferred, and exchanged between different actors. It can be through products, services, data exchange, partnerships, or other forms of value-creating activities.
  5. Assess Ecosystem Dynamics and Sustainability: Evaluate the dynamics and sustainability of the ecosystem by looking at factors such as growth, competition, collaboration, innovation, and survival. This involves analyzing how actors influence each other and how the ecosystem can adapt to changes and evolve over time.
  6. Analyze External Factors: Consider external factors that may affect the ecosystem, such as regulations, technology trends, market changes, or consumer behaviors. This can provide a comprehensive picture of the ecosystem’s environment and the challenges and opportunities that may impact its success

This can help identify opportunities, challenges, and strategies to take advantage of or participate in the ecosystem successfully.

Good luck!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – What is the difference between digital value chains and digital platforms?

Digital value chains and digital platforms are frequently used in the Digitala Stambanan project. What do they mean, how do they differ, and most importantly, what can Swedish industrial companies gain from using and learning more about them? Read our previous columns on Digital value chains here and Digital platforms here.

Martin Friis
Martin Friis

Work package manager

Digitala Stambanan Production

A digital value chain refers to the overall process of creating and delivering products or services by digitally integrating various activities and actors. This encompasses everything from development, design, manufacturing, distribution, and customer service. Within the digital value chain, technology and digitization can streamline and automate various steps in the process, from automated production to data-driven services in the aftermarket.

Magnus Mörstam
Magnus Mörstam

Work package manager

Digitala Stambanan Production

A digital platform is a technical infrastructure for integrating data from various sources, enabling interaction, collaboration, and exchanging services, data, or products between users and actors. A digital platform is a “meeting place” where users can interact and create value.

For it to function, there are some vital components and features of digital platforms, as illustrated in figure below:

Producers create value for consumers. In return, producers receive some form of compensation, which doesn’t necessarily have to be monetary but could be recognition, acknowledgment, higher status, or the like. Producers’ access to the platform is controlled by access management.

Consumers are also governed through consumption filters, which grant them regulated access to the value created on the platform. The digital platform owner can understand how different actors behave through the analysis of user data and then manage, or orchestrate, the actors to create different conditions for the platform’s users.

The digital platform offers functions and services for transactions, collaboration, information sharing, and data analysis to various actors.

Fundamentally, the difference between digital value chains and digital platforms is that a digital value chain focuses on the entire process of creating and delivering products or services. In contrast, a digital platform is a technical infrastructure enabling interaction, collaboration, and exchange within this process. A digital platform can be a part of the digital value chain by facilitating and improving various steps and activities within the value chain.

To benefit from both digital value chains and digital platforms, a company must have a strategic and technological understanding and the ability to correctly implement and use these tools. Some crucial factors for this include:

  1. Digital Competence: The company needs employees with a comprehensive understanding of the opportunities and challenges of digitization and knowledge of the company’s current situation and challenges. The key here is to have enough competence to be a good client. Being an expert is unnecessary, as this expertise can be engaged externally if needed.
  2. Partnerships and Collaboration: Creating partnerships and collaborations is essential to establish digital value chains and use digital platforms. This can involve collaborating with suppliers, customers, or other industry actors to share data and collaborate on innovation and efficiency. Trust and transparency between parties are crucial. Therefore, choose partners you trust.
  3. Adaptability: The company needs to be flexible and adaptable to leverage digital opportunities. This may involve reevaluating existing workflows, processes, organization, and business models to use digital technologies and platforms.
  4. Customer-Centric Approach: Understanding and meeting customer needs and expectations is crucial. The company can create more customized solutions and offer a better customer experience by using digital tools and platforms.
  5. Innovation Focus: Being innovative and exploring new opportunities is essential to benefit from both digital value chains and digital platforms. This can involve experimenting with new technologies, developing new services and products, and being open to change and learning. Dare to try. Experiment on a small scale and evaluate continuously.
  6. Integrated Technology: It’s important to have an integrated technical solution and infrastructure that enables data exchange and collaboration within and outside the organization. This may include systems for ordering and process data, IoT devices, analytical tools, and other relevant technology. For your company to be an effective part of a digital value chain, your internal data management needs to be efficient and exchangeable with the external world

If a company has the right conditions in place to benefit from both digital value chains and digital platforms, they can achieve several advantages and opportunities:

  1. More Efficient and Automated Processes: By digitizing and integrating various steps and activities within the value chain, the company can achieve increased efficiency, faster throughput, and reduced costs. Automation of routine tasks can free up time and resources for more value-added activities.
  2. Stronger Collaboration and Partnerships: Using digital platforms, the company can collaborate and interact with various industry actors. This can lead to synergies, joint innovation, and new business opportunities.
  3. Increased Innovation: By using digital platforms and collaborating with various actors, the company can open new opportunities for innovation. The company can create new services, products, or business models that better meet customer needs by sharing data, knowledge, and resources.
  4. Improved Decision-Making: The company can make more informed and data-driven decisions using analytical tools and data insights. Access to real-time data allows the company to monitor and control its operations more effectively.
  5. Enhanced Customer Experience: The company can create a more personalized and tailored customer experience using digital tools and platforms. The company can understand customer preferences and behaviors by collecting and analyzing data and offering more relevant products, services, and communication.
  6. Greater Market Growth: By connecting to digital platforms and ecosystems, the company can reach a broader market and potentially increase its reach and customer base

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Digital platforms are essential for the future competitiveness of the Swedish industry, but what are they really?

Within the project “Digitala Stambanan,” we often discuss digital platforms and their importance for the future competitiveness of the Swedish industry. But what exactly is a digital platform? Here, we will attempt to explain what it is and why we see it as an enabler for the competitiveness of the Swedish industry. In our previous column, we discussed digital value chains and their significance for the Swedish industry. Read more about it here.

Martin Friis
Martin Friis

Work package manager

Digitala Stambanan Production

Magnus Mörstam
Magnus Mörstam

Work package manager

Digitala Stambanan Production

A digital platform is a technological solution that enables the integration of data from various sources, allowing multiple parties to communicate, interact, and exchange data and information to create value.

Looking more generally at digital platforms, they typically have the following characteristic features:

  • Multisided: Digital platforms often bring together multiple parties with different needs and interests, such as buyers and sellers, service providers and consumers, or content creators and visitors.
  • Network effects: As more users join a digital platform, the platform’s value increases for all users. This, in turn, attracts more users to join and be part of the ecosystem. This phenomenon is known as network effects, which can create a growth and usage spiral.
  • Data-driven: Digital platforms generate and rely on large amounts of data to drive and improve their services. They can use data analytics, artificial intelligence, and machine learning to gain insights into user behavior and preferences.
  • Open and accessible: Many digital platforms are open to anyone with an internet connection and a device, making them accessible to a large and diverse audience.
  • Scalable: Digital platforms can scale quickly and efficiently, often without the need for significant physical infrastructure or resources.

Digital platforms are essential for the industry because they offer a range of benefits that can help companies and value chains improve their productivity, reduce costs, and drive innovation. Here are some examples:

  • Enhanced data integration: Industrial digital platforms enable data integration from various sources, such as sensors, machines, and systems, to create a unified view of the industrial process. This can provide valuable insights into performance, quality, efficiency, and product traceability enabling companies to optimize their operations accordingly.
  • Improved collaboration: Industrial digital platforms can help connect various stakeholders across the industrial value chain, such as suppliers, customers, and partners, facilitating collaboration and knowledge sharing. This can enable companies to identify new opportunities, reduce lead times, and improve overall productivity.
  • Increased flexibility and resilience: Industrial digital platforms can help companies respond faster to changes in demand, supply, and production by enabling real-time monitoring, analysis, and control. This can help companies to increase resilience against unforeseen events, reduce lead times, improve quality, and enhance customer satisfaction.
  • Better decision-making: Industrial digital platforms can provide companies with valuable insights and predictions that support better decision-making. For example, by analyzing data from sensors and machines, companies can predict when maintenance is required or when a machine is likely to break down, enabling them to take preventive measures and avoid downtime.
  • Cost reduction: Industrial digital platforms can help companies reduce costs in various ways, such as optimizing energy consumption, reducing waste, and improving efficiency. Using data analytics and machine learning, companies can identify areas where costs can be reduced and make targeted improvements.
  • Increased traceability and transparency: By collecting and sharing data along the value chain, it becomes possible to track the journey of products from raw materials to end customers. This is particularly important to meet requirements for quality, safety, and sustainability. Traceability can also help reduce the risks of counterfeiting and ensure compliance with regulations and standards. With digital platforms, companies can ensure that their products are of the highest quality and adhere to sustainability and ethical standards, which in turn can build trust among customers and stakeholders.

By harnessing the power of digital technology, industrial companies can transform their operations and remain competitive in an increasingly digital world.

Digital platforms can take many different forms, such as websites, mobile apps, social media platforms, marketplaces, and more. Many well-known digital platforms exist, such as Spotify, Airbnb, Uber, and Facebook. The largest and most famous platforms are often associated with end-users in the form of individuals, but there are also many digital platforms designed for industrial use. These can include:

  • Production and operational platforms: These focus on optimizing production processes, monitoring machinery, and collecting data to improve productivity and quality. Examples of such platforms include Manufacturing Execution Systems (MES) and Industrial Internet of Things (IIoT) platforms.
  • Supplier platforms: These platforms facilitate collaboration with suppliers by sharing information about orders, inventory status, and production schedules. This can help reduce lead times and improve the supply chain. Examples of supplier platforms include Electronic Data Interchange (EDI) and Supply Chain Management (SCM) platforms, and company-specific portals for communication between customers and suppliers.
  • Collaborative platforms: These platforms enable collaboration and knowledge sharing within and between different companies and organizations. They can promote innovation, problem-solving, and joint product development. Examples of collaborative platforms include digital tools for virtual collaboration and project management.
  • E-commerce platforms: These platforms enable the sale and purchase of materials, components, and products online. They can be integrated with existing systems to streamline procurement and facilitate order management. Examples of e-commerce platforms include industrial B2B marketplaces.
  • Analytical platforms: These platforms are used to analyze data and generate insights to improve decision-making and efficiency. They can utilize machine learning, artificial intelligence, and big data techniques to identify trends, predict maintenance needs, and optimize processes.

Of course, many more digital platforms are used in the manufacturing industry, and some may specialize in specific sectors or manufacturing processes.

Digital platforms have transformed many industries and enabled new types of businesses and services. They have also created new privacy, security, regulation, and competition challenges. As digital platforms evolve, they will likely play an increasingly important role in the economy and society.

Tips for those who want to develop a digital platform mindset within their companies:

  1. Ensure that your strategy also includes digitalization: Digitization is not a standalone entity but a tool for business development and should, therefore be integrated into the strategy. Defining the vision, goals, and objectives for your digital transformation journey is important. This helps create a shared understanding and direction for all stakeholders in the company.
  2. Foster collaborations: A digital platform mindset requires collaborations both within and outside the organization through partnerships with other companies and organizations. Collaborations can be used to share data, mitigate risks, foster innovation, and expand the customer base.
  3. Invest in skill development: Digital transformation requires investments in staff training and development. This may include educating employees on new technologies and work processes, recruiting new talents, or seeking external expertise.

Good luck!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Project meeting at SIILab – digital platforms from the perspective of the industry

On Thursday, June 8, project partners gathered in Digitala Stambanan Produktion for a project meeting at the Stena Industry Innovation Lab (SIILab). The day was full of exciting presentations, fruitful discussions, and networking.

With expectations of good discussions, new insights, and the status of the various parts of the project, the meeting started at 10:00. After an introduction by Johan Stahre, Maria Nordström from Skogforsk took the floor to talk about the DiVISI project, which focuses on the digitization of value chains in the forest industry. Maria gave an overview of the project’s goals and expected results and shared reflections and insights that were recognizable among the other participants, even though they operate in different industries.

The participants then got to listen to the industry’s perspective on platforms. First, Ralf Ragnarsson presented his company, Nitator, and how they use and view digital platforms to optimize their business and improve customer relationships. They would like to use their ERP system as a base and get data flowing through it.

Fredrik Dahlstedt from Bufab discussed their need to know more about deliveries and possible suppliers’ delays to pass that information on to their customers. They also see an increased demand for information about CO2 footprints and knowledge to manage their warehouses best. To do this, they need to improve their technical skills to be good purchasers of the required technical solutions. Fredrik also mentioned the challenge of daring to share data and be transparent

Birgitta Fries, SSAB, shared insights about how they use platforms and their interest in knowing what data SSAB has that might be interesting and relevant to their customers. To be able to do that, proper internal systems are needed that make it possible to get a good overall picture and ensure that the data is in a format that is easy to share and use along the value chain.

Jimmie Cato, Sansera, talked about the journey from the Indian Sansera buying up the factory in Trollhättan to the fact that they now want to become the fifth largest employer in Trollhättan. To be able to do this, growth and efficiencies are needed. Jimmie talked about how Sansera entered the Digitala Stambanan Produktion project and the challenge that was the basis for the demonstrator developed in the project. An AI solution that makes connecting rods that are manufactured traceable. Jimmie then highlighted a concern that he didn’t think came up in the other presentations: who is willing to pay for the investments? Customers are not always willing to do so. In Sansera’s case, the demonstrator has been further developed into an implemented solution with similar technology but in a completely different area. Exciting!

The morning was rounded off with a catered lunch at SII-Lab. During lunch, participants could network and discuss topics covered during the morning sessions

Maria Nordström
Maria Nordström

Project Manager

Skogforsk

Ralf Ragnarsson
Ralf Ragnarsson

Projektpart

Nitator

Fredrik Dahlstedt
Fredrik Dahlstedt

Projektpart

Bufab

Birgitta Fries
Birgitta Fries

Projektpart

SSAB

Jimmie Cato
Jimmie Cato

Projektpart

Sansera

After lunch, it was time for a workshop where the participants were divided into smaller groups to discuss challenges with digital platforms in the industry. The groups had to focus on various issues concerning digital platforms in areas such as interoperability, trust, and IT security. The discussions were engaging and informative, and participants shared their insights, experiences, and ideas to address these challenges.

Before the day ended, the participants got to talk to each other in the respective value chain once they were physically seen.

Thanks for a good meeting and see you in the fall!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Digital value chains, the enabler of the industry’s future competitiveness

In a series of posts, Martin Friis and Magnus Mörstam describe and highlight concepts and terms associated with industrial digitization. First, digital value chains, why this is important and what differentiates these from more traditional value chains.

A digital value chain is a framework for integrating digital technologies and data throughout the entire value chain of a product or service, from the initial design phase to the delivery of the final product or service to the customer.

These technologies enable improved communication between companies by connecting people, processes, and data in real-time, all along the value chain. This helps to optimize and streamline industrial processes, reduce costs, increase efficiency, and improve product quality.

At each stage of the digital value chain, companies can use data to gain insights and make informed decisions with the aim of improving customer experiences and creating new value for their customers. For example, in the design phase, companies can use knowledge from their suppliers to create better products. In the delivery assurance phase, companies can better choose suppliers, specific materials and plan their production knowing more about the materials/components. In the manufacturing phase, companies can optimize production processes, reduce waste, and improve quality control. And in the delivery phase, companies can use data and analytics to personalize customer experiences and offer new services and solutions.

Overall, the digital value chain represents a significant shift towards more data-driven and technology-enabled manufacturing processes, which can help companies improve their productivity, reduce waste, and deliver products that meet the evolving needs of their customers.

The main differences between traditional supply chains and digital value chains are:

  1. Speed – Traditional supply chains rely on manual processes and paperwork, while digital value chains use advanced technology such as sensors, automation, and data analytics to track and manage inventory, production, and logistics in real-time.
  2. Integration – Digital value chains are more integrated than traditional supply chains, with greater connectivity between suppliers, manufacturers, distributors, and customers. This enables greater collaboration and coordination across the entire supply chain.
  3. Transparency – Digital value chains provide greater visibility into inventory, production, and logistics operations than traditional supply chains.
  4. Traceability – With real-time data companies can track and trace the movement of products or materials throughout the supply chain. Traceability helps to improve quality control, ensure compliance with regulations, and enhance transparency and accountability.
  5. Flexibility – Digital value chains are more flexible than traditional supply chains, with the ability to adapt quickly to changes in customer demand or supply chain disruptions. This is due to the increased integration, visibility, and agility provided by digital technology.
  6. Customer focus – Digital value chains are more customer-focused than traditional supply chains, with a greater emphasis on meeting customer needs and preferences. By leveraging data analytics and customer insights, businesses can create personalized experiences and deliver products and services that meet specific customer demands.
Martin Friis
Martin Friis

Work package manager

Digitala Stambanan Production

Magnus Mörstam
Magnus Mörstam

Work package manager

Digitala Stambanan Production

Digital value chains are an enabler of the manufacturing industry’s future competitiveness and Digitala Stambanan strengthens Swedish manufacturing industry’s digital journey!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Digital platform poetry

New technology enables things that we could not do before. A very interesting aspect is being able to augment one’s abilities. This was shown and discussed at the event “The Future of Work in the World of Augmented Reality“, which was organized by PTC & Accenture and took place last week at the Stena Industry Innovation Lab, Chalmers University, in Gothenburg, hosted by Professor Johan Stahre.

Inspired by this meeting, we here want to show how even engineers like us can enhance our abilities and devote ourselves to poetry (digital platform poetry via ChatGPT).

Digitalization is the path we must take,
A key to competitiveness we cannot forsake.
Through value chains and collaboration, we can transform,
Our industries and businesses, and weather any storm.

With data and AI, we can unlock new potential,
And create more value that’s truly exponential.
From production to distribution, it’s all connected,
And digitalization is the glue that keeps us protected.

Digital platforms enable us to collaborate,
And share our knowledge with those who innovate.
We can build smarter systems and sustainable solutions,
And improve our competitiveness through digital revolutions.

It’s not just about profit, but industry’s future too,
Digitalization can help us create a world that’s new.
From automation to efficiency, we can make a difference,
And build a brighter future for our industrial existence.

So let’s embrace digitalization and its potential,
And unlock a world that’s truly exceptional.
Together we can build a future that’s bright,
And create a world that’s better, more efficient, and just right

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Clarissa’s research on sustainable service-based business models within DSP

Clarissa González is in the final stages of her PhD studies at Chalmers. She comes from Mexico and has always been interested in finance and technology. Initially, she thought she would work in purchasing or planning. But, after her master’s in Advanced Manufacturing Systems, where she got the chance to do much practice, she became increasingly interested in products and services and how this could create more sustainable values. In early 2018, sustainability wasn’t the buzzword as it is today in Mexico and the rest of the world.

Why did you become a researcher?

When I finished my master’s education, I wanted to study further and then saw that Chalmers was looking for researchers in exactly my areas of interest. They wanted to explore the possibility of measuring key figures for sustainability in production. That’s why I applied for the position and also got the opportunity to come and visit Gothenburg during the hot summer of 2018 to see if I could imagine living here in Sweden. I didn’t expect such beautiful city and great weather when I arrived, I can say. Even before returning to Mexico, I had signed an employment contract with Chalmers.

Why did it become Chalmers?

For me it was important to stay close to industrial reality, Chalmers has a fantastic balance between industry and academic development. Also, one of my professors at my university in Mexico had contacts with several colleagues at Chalmers and gave me good references Not to mention that I had already heard and cited several of my future colleagues before meeting them.

Clarissa González
Clarissa González

Work package manager

Digitala Stambanan Production

Can you describe what your research is about?

I focus on transforming business models from more product-based to service-based ones that are not only based on capturing material value. Then, of course, I take digitalization into account and how it works as an enabler for developing advanced services. Most importantly, I have sustainability as an overall umbrella, an essential part of the companies’ transformation.

Do you collaborate with other researchers?

Yes, I do. I collaborate quite a lot with others and preferably internationally. I think it comes from the fact that I am a social person who needs many impressions and does not enjoy working in isolation. In addition, when you work with research on business models, you should collaborate with many people to create innovation. Therefore, I have always looked for researchers who do similar things to be able to exchange ideas and experiences. It is also an excellent way to keep track of what is happening in the area around the world. My old professor from Mexico once said that “when you start being able to read research reports and think it’s a trend, you’re already a bit too late” because the people who wrote these have already worked 2-3 years on the subject. Collaboration is essential to me, and I am happy to share my experiences. It is crucial to participate in the discussion regarding digital platforms that Digitala Stambanan focuses on. We know others are working on it, but there aren’t many reports written yet. The research we are conducting within Digitala Stambanan is very far ahead, perhaps not bleeding edge, but cutting edge.

Which other countries or universities are far ahead regarding research on industrial sustainability?

I think it is natural to think that grass is greener on the other side, but Sweden is way ahead regarding industrial sustainability. Businesses generally understand that this is important and that it is something that needs to be done. It also makes me proud to work in Sweden because we are good at energy production and manufacturing strategies for increased sustainability. Here there are many manufacturing companies of both large and small products that show the way for the rest of the world.

How do you see your research connecting to what Digitala Stambanan is working on?

The idea of having platforms to share data easily, flexibly, and transparently aligns with my research. In my research, I focus on the transformation to more service-based business models that are not only based on the use of material. For the companies to cope with this, effective data sharing is needed, trust must be created, collaborations must be developed, and there must be a clear direction for the participating companies to create value together.

What are you working on in “your” work package, WP3?

In work package 3, we want to shift the focus from large companies to smaller ones and their opportunities to do business using digital platforms. The smaller companies have fewer resources to test different solutions when it comes to labor or money, but they account for a large percentage of the total number of industrial companies that exist in Sweden and Europe. They must know it is not done in vain when they do something. In WP3, we want to investigate how different digital solutions can be adapted and create value for SMEs to show how many small players can offer an attractive market for technology providers. In the project description, there is not much written about the sustainability aspect of using digital platforms, but it is a result of having access to more information to make better decisions, which leads to better management of resources, more efficient solutions, and higher quality of products and services.

In the project, we try to show parts of the results in the form of demonstrators. What do you think about it?

It creates clarity and direction for our work in the project. We notice that more and more projects internationally are working with demonstrators to show more clearly what is being achieved. Through our demonstrators, we want to show the benefits of digital platforms and not just talk about them. They are essential for the spread of knowledge together with our other communication activities. While it is vital to highlight the innovative part of the project, it is also necessary to emphasize the need for resilience in the systems. System failures have significant consequences and costs as data becomes increasingly critical for businesses. Therefore, it is essential to design resilient solutions so that disturbances have as little impact as possible.

How can we reach out more in Europe with Digitala Stambanan’s mission?

It is vital to join hands with other initiatives, show how we work, and share the developments we see in the area without thinking that we are sitting on the final solution for the sake of it. Let us be transparent and cooperative instead of holding our own to create competitiveness. That is also important in the competition from platform providers in Asia and the USA.

Thank you, Clarissa! Very interesting to talk with you. Good luck with your continued work!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Adriana Ito’s research on root cause analysis within DSP

Adriana is one of the Chalmers researchers with whom we are involved in the Digitala Stambanan Produktion (DSP) project. In the role of work package leader for WP 2, she contributes with her research on the root cause analysis across an entire value chain.

Why are you now working as a researcher at Chalmers?

My husband worked for Volvo and lived in Gothenburg in 2012, but he moved back to Brazil after two years. Even then, I visited Sweden on several occasions. After a few years in Brazil, we wanted to move abroad again and then choose between Germany and Sweden. We knew we would have a good time in Sweden, so that was our choice. I applied for a job at Volvo and a research position at Chalmers because I wanted to study more. Even before we moved to Sweden, I had email contact with Anders Skoog, professor of Supply Chain Management at Chalmers, because his research area was close to my interests. I was offered both the job at Volvo and the research position at Chalmers. My choice fell on Chalmers, and I now have Anders as my supervisor.

Can you tell us more about what your research involves?

In my research, I want to combine root cause analysis (RCA) with digital techniques to make it more efficient and thus facilitate companies to learn from mistakes and spend less time on firefighting activities. I look at RCA from different perspectives. In Digitala Stambanan Produktion, the perspective is entire value chains, and in addition, I am involved in another project where the focus is within a single company.

Adriana Ito
Adriana Ito

Work package manager

Digitala Stambanan Production

How come you concentrate your research on RCA in particular?

My studies at the master’s level dealt a lot with value chains and logistics. When I continued working after graduation, my mission became to perform RCA around incidents and accidents in value chains. Although the oil industry is very good at RCA, I saw opportunities to use digital tools to learn even better from events and prevent them from happening again. Much time and resources can be saved for companies if they can avoid fire brigade actions and instead work preventively. Therefore, I had a clear focus for my research from the beginning.

Can you describe the area of RCA for those who are less familiar?

RCA can be divided into two areas:

  • One field, the more traditional one, where you have to use conventional tools to perform RCA without much help from technology
  • The other field, there is RCA, which considers the context we live in nowadays. Here, it is often a question of solving specific problems within defined areas, for example, electronics.
    RCA is ubiquitous around the world, and no country is ahead of the others in terms of the use of RCA.

RCA or root cause analysis is a collective name for methodologies that aim to find the underlying cause of why a problem occurred to eliminate it from happening again.

How do you see your research connecting to what Digitala Stambanan is working on?

In some circumstances, a collaboration between companies is needed to get to the root of a problem. When it comes to communication between companies, it often takes place between the sales and purchasing departments at the companies. Still, when issues need to be investigated, those with the knowledge are rarely found within the sales or purchasing department. Therefore, other communication routes and effective ways of sharing information are needed. Here Digitala Stambanan’s digital platforms come in as interesting enablers to solving problems more agile and flexibly. Companies in value chains need to talk about events, risks constantly, and causes to improve together. There are many steps within a company that can be interesting to outsiders. In addition, we see that the communication challenges in value chains are similar to those in the organization of slightly larger companies where silo effects between, for example, production, maintenance, and quality departments make it difficult to find the root causes of problems.

What does the research look like around RCA? Do you collaborate with other researchers?

More people are researching RCA, but it’s a few. Mostly I have email conversations with some of them. I collaborate a lot with my research colleagues in my group at Chalmers. Even if we research different things, we have much experience to exchange. Right now, I also collaborate with RISE, which has a group that works with RCA, data analysis, and preventive maintenance.

We like collaboration within Digitala Stambanan. We also see that collaboration within the EU is essential for creating alternatives to digital platforms from Asia and America. How do you see that we can cooperate better on a European level?

People must see the value in working together; otherwise, it takes time to make it happen. As researchers, we could be better at communicating our knowledge. We need to speak the same language as the companies and not become too abstract. Working with demonstrators who clearly show the value of collaborating is excellent. Then we must communicate and spread the message in different ways. Digitala Stambanan is the best project in terms of communication that I have been involved in. Much thanks to the fact that we are communicating via the website, social media, and various events during the project and not just at the end when the results are going to be summed up.

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.

Digitala Stambanan Produktion – Arpita Chari’s research in DSP

Since last autumn, Arpita Chari has been the work package leader for WP 1 within Digitala Stambanan Produktion. She has an exciting background with a master’s degree in materials science from Texas AM University, USA. After many years in academia, she wanted to enter working life and work in the industry. Her professional career began with a one-year internship at a petroleum company in Singapore and then four years at a hospital in India with the task of, among other things, testing and developing a 3D microscope for eye surgery.

When the husband, who worked for Volvo trucks for many years, got the opportunity to work at Volvo’s headquarters in Sweden, they decided to move to Gothenburg with the children.

Why are you now working as a researcher at Chalmers when you decided that you were done with academia after your degree in Texas?

We decided to move to Sweden and Gothenburg because we knew that Sweden is a good country for the family and that there are plenty of job opportunities for me in Gothenburg. While looking for a job, I met many people in several different places, and one of them advised me to apply for a doctoral position. A doctoral part in Sweden is very different from what I am used to. Here, doctoral students work much closer to business, which sounded attractive. That’s why I started looking up various departments at Chalmers and which doctoral positions were being applied for. I thought the Department of Industrial and Materials Science best suited me and my background. Within that department, I found a post regarding sustainable production in the Production Systems division. They wanted a person with a degree in materials science with a broad background who would work with digital tools in Industry 4.0. I didn’t think I would get it because there were many applicants, but after several interviews, I was offered the position. This felt like a hand in glove because the environment and sustainability are areas close to my heart and where the manufacturing industry has a significant impact. Therefore, I would like to be a part of this and contribute to this considerable dual transition that must take place within the industry.

Arpita Chari
Arpita Chari

Work package manager

Digitala Stambanan Production

When you say dual transition, what do you mean?

I mean that industry and society are in a digital transformation simultaneously; there must be a transformation to a sustainable way of life so that future generations can live on our planet. In many cases, digitization is an enabler for sustainable solutions..

Your research focuses on Industry 4.0, resilience, and sustainability in production systems. How did you end up in that area?

For me, as for many other researchers, the first time was a search phase where I went through much literature in many fields. It can be compared to an hourglass, which is gradually funneled down to a limit that feels right for you. For me, the first 1.5 years were a search. Sustainability and Industry 4.0 were there from the beginning, and resilience deepened the whole. Sustainability is divided into ecological, economic, and social sustainability, but a demarcation towards ecological sustainability fits best.

Can you explain the meaning of resilience?

Resilience is the long-term ability of a system to handle change and continue to evolve. In my research, I look at how Industry 4.0 solutions can make the industry more resilient and ecologically sustainable. It is where Industry 4.0, sustainability, and resilience converge that I find myself.

Resilience is the long-term ability of a system to handle change and continue to evolve.

What are you looking for in your research?

I try to understand what drives change in companies in the manufacturing industry. The driving forces are, of course, to deal with challenges with climate and sustainability and what those entail. It can be about climate goals such as The Green Deal or other national and local regulations and legislation. Then I look for enabling things that can be part of the change. This is where techniques within the concept of Industry 4.0 come in, and there is a lot about handling data, information, and knowledge digitally, efficiently, and inclusively.

What do you want to achieve with your research?

As a researcher, I want to make companies realize the importance of incorporating this into their core business and genuinely want to work with it, both top-down and bottom-up. It must be something other than Greenwashing or something done on rare occasions.

Are there other researchers working on the same things? If so, do you collaborate with them?

There may not be those who have precisely the same orientation as me. But, still, many do research on similar things, within Chalmers, at other universities in Sweden, and internationally. So, there are many ways to collaborate, and it is something that we do and thinks is very important.

How do you see your research connecting to what Digitala Stambanan is working on?

Digitala Stambanan’s goal is to increase the use of digital platforms within the industry. Digital platforms are one of the technologies that come with Industry 4.0 and create the opportunity to share data, information, and knowledge efficiently and flexibly. This, in turn, makes the conditions for data-driven decisions where value chains can become more flexible and, thus, more resilient. Still, new values can also be created and thus increase companies’ competitiveness. I am very grateful to be part of Digitala Stambanan because it gives me not just one case study with one company but several different cases with several companies in each.

How do you see us spreading Digitala Stambanan’s message further?

I see much about Digitala Stambanan on social media and in other contexts. It’s good to reach out further by using other existing networks. Chalmers may have more networks within, for example, the Production Area of Advance. Another way is to get more “Tekniksprångare” into the project, which could then spread information through their channels to reach out to younger people.

For the EU, it is essential that projects such as the Digitala Stambanan not only become national but cooperate on a European level; how do you see that?

I would like to see more collaborations because there is a lot to learn from collaborating. Sometimes it cannot be easy to achieve because projects can be financed differently and have different orientations. For Europe, it is essential to find solutions that use the internal market within the EU. If we look at where the major platform providers come from today, it is the US and China, both of which have large internal markets for their products. However, other legislation affects the data stored in these technical solutions. Within the EU, we value personal integrity highly. Therefore, we need technological solutions that come from Europe and are then governed by European laws, but our internal market is less homogeneous than in the US and China. Therefore, we need to get better at cooperating at the European level.

Thanks, Arpita! Very interesting to talk with you. Good luck with your continued work!

Digitala Stambanan strengthens the Swedish industry through digitalization of value chains. The project is a collaborative project financed by Vinnova and participating companies. The work is now underway in two tracks through the strategic innovation programs PiiA (Processindustriell IT & Automation), which drives the Digitala Stambanan IndTech project, and Produktion2030, which runs the Digitala Stambanan Produktion project.