AIPA - Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. AIPA Regional Industry Development Cluster Introduction
Utilizing the externalias of the investment of Daimler
1
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Background of th AIPA program •
•
•
2
Due to the aim of Daimler-Benz to settle down, both in the region and country a keen preparation is going on to participate in the program, either directly on indirectly. – The aim to co-operate is tangible – independently from regional, particular interests. Beside positive social reaction (satisfaction, pride etc.), vigorous expectations are experienced. – The above unusually positive attitude must be exploited maximally to allow the program to take a full economic and social effect. The aim, structure and expected results of the porgram coincide with the „Vehicular Automotive Industry Plan” approved by the government.
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Strategic objectives of the AIPA program 1. The program tries to prepare for the future problems which may not be relevant to Daimler-Benz due to being off it’s plant-like beat, but are helpful cutting the corners by using the knowledge gained during the establishment and experience of operation of Suzuki, Audi, Bosch, ZF and Knorr-Bremse in Hungary. –
The program tries to answer the question, how the Region, the City and the sphere of influence can benefit most efficiently from this investment and what are the conditions for this.
2. Daimler-Benz valorizes the city of Kecskemét, generally the Great Hungarian Plain as an investment area. 3. During the development of this program a model will be created which will serve as guide to all future large investments in Hungary by describing the general course of investment.
3
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd.
Our mission The objective of the program is to provide both a social and economical environment for Daimler, which will be a solid and efficient background in future preparation and working for – but not exclusively – car industrial participants of the region.
4
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Expected results of the program • • •
• • •
5
The conditions which would cause efficiency problems and delay for Daimler will be improved before the settling down process is over. Regional „one window administration”: a deliberate long term strategy will turn the region highly attractive for those planning to settle down here. As a result of conscious government and regional politics, the hungarian owned suppliers and service providers will have more intense business opportunities resulting in a beneficial labor market situation. Intense development of infrastructure affecting not only the automotive industry but also other industrial participants. Intensification of economic relations with Daimler’s german sites (primarily Baden-Würtenberg) are expected, which can result in further investments. The supplier background around Daimler can be unique in the country, if the conscious realization of it is pursued right from the start of the program. The range of interest of this background will reach beyond regionborders thus enabling new inter-regional programs.
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Long-term effects
6
•
The program will aid the structure transformation of the Great Hungarian Plain, beside the strong agricultural and biotechnologcial industry the machine industry will help the region as well as the country to a more balanced economy.
•
The system of conditions around Kecskemét will have an effect on the economic and labor-market situation of the whole south-great plain resulting in a vigorous development of neighbouring cities and their subregions.
•
A development of the region will effect the bordering regions of Romania and Serbia, as the range of interest of the program is well beyond boundaries.
•
With the change of labor attitude (efficiency, culture, moral) the region will become more prepared for further investments.
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Coordinator – based on professional consensus Public benefit project company - AIPA
7
Social and budgetary institutes guarantee transparent functioning
Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Matrix of Operation Board of Supervision
Dr. Gábor Zombor, Dr. László Balogh, István Lepsényi
János Versegi (AEE*)
István Kiss (EDF*)
Sándor Nagypál (Kecskemét)
Infrastructure
József Palotás (RKK)
HR
József Gaál (CCI*)
Supplier Background
József Danyi (College*)
R&D
[* see previous slide]
8
Development Coordination Corps
Enterprise Coordination Corps
Management Higher education Coordination Corps
City government Coordination Corps
Physical Environment
Social Environment
Logistics
Dr. István Sztahó-Pekári
Bálint Csatári (MTA) .
László Ruppert (KTI)
PR
László Brúszel (Kecskemét) Prof. Dr. László Palkovics Klaudia Szemereyné Pataki (Management) Klaudia Szemereyné (Kecskemét)
AIPA Regional Industry Development Cluster Relationship-system of AIPA and the cluster Professional Alliances (Vehicle coalition, MGSZ, MAJOSZ, GOE)
Government (NFGM, SZMM, OKM, AVCSM, KVVM)
Social relations (DUIHK)
Municipalities (Kecskemét, Szeged, Kiskunfélegyháza, Nagykőrös)
Enterprises (Mercedes Benz, Alcufer, Knorr Bremse, Bosal, SME)
Regional organizations (DARFÜ, DARFT, RIÜ.)
Universities, Research facilities Professional organizations
(BME, KF, SZE, MTA RKK, MTA SZTAKI)
(ITDH, chamber, foundations, clusters)
Consultants Service providers (Bácsvíz, Kunság Volán) 9
(PROVICE, ProjectMine)
AIPA Regional Industry Development Cluster AIPA cluster – goals •
Goal of the cluster is to execute the Economic Development Program so that all of AIPA’s aims are achieved.
•
Creating a region which is beneficial for: • Mercedes-Benz • Local citizens • Cluster members • Suppliers • Municipalities
10
AIPA Regional Industry Development Cluster AIPA cluster – as a tool •
It’s content was defined by the representatives of local enterprises, institutes and service providers.
•
This theoretical planning phase is over – projects are defined, the strategy is set
•
The cluster, more specific its members serve as a tool of functional realization
•
One or more of the members will be dedicated to certain projects according to their profile
•
Realization of the project follows a pre-defined prioritization (see focuses – next slide)
11
AIPA Regional Industry Development Cluster AIPA cluster - focuses Requirement, Strategy, Planning
Industry and economy development, SME oriented realization
Preparing a new program, reutilize the results
• Realizing the industry- and economicdevelopment program
• Development of industry and economy
According to Daimler AG
I phase
• Preparin for factory opening according to Daimlers expectation • Preparing for industry and agiculture development
2010 -2012
12
II phase
• Providing the abilities for the Regional
2012 -2017
III phase
• Preparing the program for renewing
2017 -2020
AIPA Regional Industry Development Cluster AIPA cluster - members
13
30 founding members – several further aspirants !
AIPA Regional Industry Development Cluster Structure of the industry-development program Pillar of planning and coordination Coordination Corpses • Defining the needs and expectations of the interest-group
• Forming a qualification system for the projects
• Approving qualified projects
Professional task forces • Developing the strategic plans for the given area
Pillar of realization AIPA
Economic and community partners
• Project portfolio management
• Realizing the proposed project portfolio (topdown)
• Identifing investors, inchoation
• Monitoring the vocational realization of the projects
• Backing up projects
Projekt portfolio Fizikai környezet
Társadalmi környezet
Logisztika
PR
Infrastruktúra
•Közművek (utak, víz, szennyvíz, hő, villamos energia), vasúti szárnyvonal •Beszál lítói forgalom modell ezése •Iparvágány fejl esztés •Parlagfű mentesítés
•Több nyelvű és nemzetiségű oktatási létesítmények, • „egyabl akos” ügyintéző központ •Német és egyéb nyel vű hitélet
•Beszáll ítókat tömörítő ipari park, •Vasúti logisztikai központ, •Innovációs központ, inkubátorház
•Kulturál is létesítmények (bölcsőde, óvoda, ált. iskola, hitél eti létesítmények, német nemzetiségi közösségi házak)
Humán erőforrás
•KeFo Gépjármű Tanszék l étrehozása •Egységes járműmérnöki szakirányokra irányul ó tananyagfejl esztés (BME/KEFO/GYŐR) • KeFo GJT infrastruktúrájának kial akítása
•FSZ, főiskol ai (BSc) és egyetemi (MSc) szintű képzés, •Egészségügyi ell átás összehangol ása, rehabil itációs és munkaegészségügyi szolgál tatások fejlesztése •Szakképzés és szakmunkásképzés összehangol ása a felsőoktatással
•Munkaerő mobilitásának biztosítása, • Közösségi közlekedés fejl esztése •Rugalmas munkaerő szál lítás
•MTMI képzések népszerűsítése, toborzás, munkaerő megtartása, természetbeni juttatások •Önkormányzati roadshow
Kutatásfejlesztés és innováció
•Alternatív energiatermel ési módok kutatása, anyag- és energiatakarékos, környezetbarát technológiák •Akkreditál t Gépjármű l aborok •Járműteszt pálya
•Társadal mi-demográfiai helyzetkép fel mérése, •szociológiai stratégiai terv, •inverz „agyel szívás”-i program
•Tudás- és technológiatranszfer, • K+F kiszervezés, •Tesztl étesítmények, kompetencia-központok kialakítása
•Tudományos eredmények disszeminációja
Beszerzés, beszállítói rendszerek
•Újrahasznosítás, hulladékgazdál kodás •Beszál lítói kompetenciaközpont
•Beszál lítói kompetencia-központ •A potenciális beszállítók fel mérése és helyzetbe hozása
•Szol gál tatás-kiszervezés, szerviz-infrastruktúra •Adatbank l étrehozása
•Gazdaságfejlesztési mintaprojekt, • Tőkevonzás kommunikációja
Industry development Cluster Műanyag feldolgozás
• Marketing • Communication
Hulladék kezelés
Nagyvállalat
Építőipar Informatika
Fémmegmunkálás
K+F Szolgáltatás
14
AIPA Regional Industry Development Cluster Preliminary project portfolio of AIPA
15
Physical environment
Social environment
Logistics
PR
Infrastructure
Public utilites (roads, water, sewerage, heatand electric energy, railway feeder)
Multi- language and nationality educational establishments, simplyfied „one window” office routine
Industrial park to centralize suppliers, railway logistics warehouse, innovation center, inkubation house
Cultural institutes (day care, kindergarten, elementary school, religious institues, German national communal house etc.)
HR
Casemaps of trainings (institutional servies, curricula etc.)
Higher vocational training, college (BSc) and university (MSc) level education on vehicle engineering faculty, healthcare
Securing the mobility of labor, development local of public transport
Popularize MTMI trainings, reqruiting- retaining labor, tommy
R&D & Innovation
Researching alternative energy production methods, material- and enbergy saving, environmental friendly technolgies
Estimating socialdemografical state, developing a social-strategic plan, counter brain-drain
Knowledge and technology transfer, R&D outsourcing, test facilities, competence centers
Accomplishment of the Treaty of Lisbon, dissemination of scientific results
Procurement, supplier systems
Recycling, wastemanagement
Supplier competence center
Service outsourcing, maintennance infrastructure
Economy development paragon, capital attraction
AIPA Regional Industry Development Cluster AIPA cluster – project portfolio •
• •
16
As you could see all segments of economic and social life are represented among the cluster members, this ensures that in the economic development program all projections life represented are, hence the cluster is fit for the widest spectrum of tasks. In the prioritization of projects Mercedes-Benz is also taking part besides the leaders of the cluster task-forces. Continuous monitoring of the running projects is crucial, thus a process flow management software is utilized for handling the portfolio and monitoring single projects.
AIPA Regional Industry Development Cluster Project portfolio management 1. A Balanced Scorecard and Process Flow management software by QPR is utilized for this task. 2. All 133 projects are uploaded and on-line available for browsing 3. Progress and financial indicators can be monitored, respectively. 4. The task has separate tabs for the portfolio and controlling.
17
AIPA Regional Industry Development Cluster Project Portfolio Tab
Projects are arranged in eight sub-groups corresponding to task-forces
18
AIPA Regional Industry Development Cluster Project Portfolio Tab
The subgroups contain the project ideas, respectively with the indicators of progress and finance. Each project is indexed. 19 19
AIPA Regional Industry Development Cluster Project Portfolio Tab
Graphic interface of the financial and progress indicators. (screen capture of the online spectator mode of QPR)
20
AIPA Regional Industry Development Cluster Project Portfolio Tab The data sheets of each project is embedded into QPR.
21
AIPA Regional Industry Development Cluster Cluster contacts, resource and impact-matrix Cluster members
Program groups and projects
Group of programs
R&D
Education
Projects
Development of collective services
ALCUFER Ipari Kereskedelmi és Szolgáltató Kft.
KIIK founding Usage of technical plastics in vehilce manufacturing
1
1
1
1
1
1
Product ID systems Secondary vehicle and car-part ID system
1
1
Integrated traffic control system Vocational training according to DB's need Higher education Series of seminars Enterprise development counsel
Development of collective enterprise culture
TRIGON Electronica Kreatív LivingFejlesztő és Szolgáltató Lab Kft Kft
Knorr-Bremse Fékrendszerek Kft.
•
Development of labor-mobility Vehice test track
RONCS AUTÓ KFT.
RAMSYS Zrt.
1
1
1
1
Cluster member cooperation in projects 1
1
1
1 1 1
1
•
Estimating innovation ability Developing innovation ability Estimating supplier ability Developing supplier ability Competition writing Investment-monitoring Newletter Contact with other clusters Capital investment One window administration, government relationship management
Polar-Stúdió Kft.
1
1
1
1
1
1 1
1
•
1
1
1
1
1
1
1
Resources of projects per member 1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
9
10
Impact matrix of the cluster activity
1
Collective project monitoring
Other
Cluster strategy and its structure Number of projects of the cluster member
22
10
8
6
8
11
AIPA Regional Industry Development Cluster AIPA cluster - financing
23
•
Cluster level: – A tender application is in progress with the aim of setting up and initiating the operation of the cluster – Cluster has a relatively low income in form of dues – Developing to accredited cluster
•
Project level: – Several banks are interested in the Program financing – A further option is the membership in other accredited clusters – matching resources with projects. Accredited clusters can apply for several million euro worth tenders, but they mostly lack realizable project content. – Single projects can be financed by appropriate tenders
AIPA Regional Industry Development Cluster AIPA cluster - structure and functioning Levels of organizations
Cluster counsel Federal agency
AIPA, coordination corpses and task forces - coordination agency
Cluster members – regional firms and institutes, and their projects
Responsibilities, competences • Decision making competence in respect to the Cluster • Tether according to Operational Regulation • Cluster counsel: two sessions each half-year • According to cluster objectives, developing of modifying priorities and orders • Reporting, evaluating efficiency • Delegated by the Cluster Counsel, coordinates arranges cooperation • Handles the project portfolio, harmonizing objectives and resources • Decision between alternatives, decision proposal toward the management • According to cooperation rules, support of joint work, organization • Cluster members in the region realize joint projects in a harmonized matter • Decision making tether, in case of some projects independently, but in harmony the coordination center • Direct connection to the leaders of the coordination organization Oldalszám: 24
24
AIPA Regional Industry Development Cluster
Thank You for your attention!
25
25
