Definition, advantages and significance for logistics studies

We live in a highly networked world and modern logistics is no longer conceivable without value creation networks. Open and flexible value chains characterise our economic system in a dynamic international environment. Companies are faced with the challenge of organising complex supply chains efficiently, adaptably and sustainably. Traditional linear supply chains are becoming less and less important, while dynamic value creation networks, in which all participants work closely together, are becoming increasingly relevant and can bring added value for everyone. But what does the term ‘value creation network’ mean and what role does it play in logistics studies?

What is a value creation network?

A value network is a complex system of different players, such as manufacturers, suppliers, service providers, retailers and customers, who work together to create products and services with added value. In contrast to a traditional linear supply chain, value networks are characterised by multiple, dynamic and highly interconnected relationships in which information, goods and services flow in multiple directions. This creates a system of mutual dependency and co-operation.

How does a value creation network develop?

A value creation network develops from the targeted cooperation of several companies and organisations that pool their different skills and resources. As a rule, the network is built around common strategic goals, such as improving quality, reducing costs, increasing delivery speed and strengthening customer focus.

Important prerequisites for the development of a functioning value creation network are

- transparent communication

- trusting partnerships

- efficient information and material flows

- digital technologies for networking and control

How can a value creation network be planned and implemented?

The successful planning and implementation of a value creation network requires strategic thinking, technical expertise and interdisciplinary competence. The process can be divided into four phases:

1. analysis and definition of objectives: What are the objectives of the network? What are the requirements?

2. partner selection and role allocation: Who makes what contribution? How is responsibility allocated?

3. process and system design: How are information and material flows organised? Which digital tools are required?

4. implementation and control: How is the network coordinated, controlled and continuously improved on a day-to-day basis?

What are the advantages of a value-added network?

A well-organised value-added network offers numerous advantages in logistics:

- Greater flexibility in responding to market changes or customer requirements

- Better utilisation of resources through specialisation and division of labour

- Cost reduction through optimised processes and shared infrastructures

- Promoting innovation through knowledge sharing and collaboration

- Strengthening resilience, especially in the event of disruptions in global supply chains

These benefits are particularly evident in global logistics systems, where close coordination and harmonisation between partners is critical to success. The degree programme at TU Darmstadt teaches these aspects in a practical way using case studies, business games and project work.

Lecture Management of Value Creation Networks at the TU Darmstadt

Students at TU Darmstadt acquire fundamental and well-founded knowledge about the management of value creation networks. They learn how such networks can be managed, analysed, designed and optimised. In addition, they learn how to apply various decision-making techniques using real-life examples. The aim of studying value creation networks is to combine basic business management concepts with in-depth content and to apply strategies at different levels in an understandable and practice-orientated way. In addition, students acquire the skills to understand and classify various models of structural and process organisation and to apply them to specific organisational issues.