AIPA - Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. AIPA Regional Industry Development Cluster.

Átírás

1 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

2 Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Background of th AIPA program 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. 2

3 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

4 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

5 Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Expected results of the program 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. 5

6 Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Long-term effects 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. 6

7 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

8 Great Hungarian Plain Industry Development Nonprofit Public Benefit Ltd. Matrix of Operation Dr. Gábor Zombor, Dr. László Balogh, István Lepsényi Board of Supervision János Versegi (AEE*) István Kiss (EDF*) Enterprise Coordination Corps Higher education Coordination Corps Management Development Coordination Corps City government Coordination Corps László Brúszel (Kecskemét) Prof. Dr. László Palkovics Klaudia Szemereyné Pataki (Management) Klaudia Szemereyné (Kecskemét) Physical Environment Social Environment Logistics PR Sándor Nagypál (Kecskemét) Infrastructure József Palotás (RKK) HR József Gaál (CCI*) Supplier Background József Danyi (College*) R&D [* see previous slide] 8 Dr. István Sztahó-Pekári Bálint Csatári (MTA). László Ruppert (KTI)

9 Relationship-system of AIPA and the cluster Professional Alliances Government (NFGM, SZMM, OKM, AVCSM, KVVM) Municipalities (Kecskemét, Szeged, Kiskunfélegyháza, Nagykőrös) Regional organizations (DARFÜ, DARFT, RIÜ.) (Vehicle coalition, MGSZ, MAJOSZ, GOE) Social relations (DUIHK) Enterprises (Mercedes Benz, Alcufer, Knorr Bremse, Bosal, SME) Professional organizations (ITDH, chamber, foundations, clusters) Service providers (Bácsvíz, Kunság Volán) Universities, Research facilities (BME, KF, SZE, MTA RKK, MTA SZTAKI) Consultants (PROVICE, ProjectMine) 9

10 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

11 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

12 AIPA cluster - focuses Requirement, Strategy, Planning According to Daimler AG Industry and economy development, SME oriented realization Preparing a new program, reutilize the results I phase Preparin for factory opening according to Daimlers expectation Preparing for industry and agiculture development II phase Realizing the industry- and economicdevelopment program Providing the abilities for the Regional III phase Development of industry and economy Preparing the program for renewing

13 AIPA cluster - members founding members several further aspirants!

14 Structure of the industry-development program Pillar of planning and coordination Pillar of realization Coordination Corpses Professional task forces AIPA Economic and community partners Defining the needs and expectations of the interest-group Developing the strategic plans for the given area Project portfolio management Projekt portfolio Fizikai környezet Társadalmi környezet Logisztika PR Infrastruktúra Közművek (utak, víz, szennyvíz, hő, villamos energia), vasúti szárnyvonal Beszál lítói forgalom modell ezése Iparvágány fejlesztés Parlagfű mentesítés Több nyelvű és nemzetiségű oktatási létesítmények, egyabl akos ügyintéző központ Német és egyéb nyelvű hitélet Beszállítókat tömörítő Kulturál is ipari park, létesítmények Vasúti logisztikai központ, (bölcsőde, óvoda, ált. Innovációs központ, iskola, hitél eti inkubátorház létesítmények, német nemzetiségi közösségi házak) Forming a qualification system for the projects Identifing investors, inchoation Realizing the proposed project portfolio (topdown) Humán erőforrás Kutatásfejlesztés és innováció Beszerzés, beszállítói rendszerek KeFo Gépjármű Tanszék FSZ, főiskol ai (BSc) és egyetemi Munkaerő mobilitásának MTMI képzések l étrehozása (MSc) szintű képzés, biztosítása, népszerűsítése, Egységes járműmérnöki Egészségügyi ellátás Közösségi közlekedés toborzás, munkaerő szakirányokra irányuló összehangol ása, rehabil itációs és fejl esztése megtartása, tananyagfejl esztés munkaegészségügyi szolgál tatások Rugalmas munkaerő természetbeni (BME/KEFO/GYŐR) fejlesztése szál lítás juttatások KeFo GJT Szakképzés és szakmunkásképzés Önkormányzati infrastruktúrájának kialakítása összehangolása a felsőoktatással roadshow Alternatív energiatermel ési Társadal mi-demográfiai helyzetkép Tudás- és technológia- Tudományos módok kutatása, anyag- és fel mérése, transzfer, eredmények energiatakarékos, szociológiai stratégiai terv, K+F kiszervezés, disszeminációja környezetbarát technológiák inverz agyelszívás -i program Tesztl étesítmények, Akkreditált Gépjármű laborok kompetencia-központok Járműteszt pálya kialakítása Újrahasznosítás, hulladék- Beszállítói kompetencia-központ Szol gál tatás-kiszervezés, Gazdaságfejlesztési gazdál kodás A potenciális beszállítók fel mérése szerviz-infrastruktúra mintaprojekt, Beszállítói kompetencia- és helyzetbe hozása Adatbank létrehozása Tőkevonzás központ kommunikációja Approving qualified projects Monitoring the vocational realization of the projects Backing up projects Marketing Industry development Cluster Műanyag feldolgozás Communication Hulladék kezelés Építőipar Informatika Nagyvállalat Fémmegmunkálás K+F Szolgáltatás 14

15 Preliminary project portfolio of AIPA 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 15

16 AIPA cluster project portfolio 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. 16

17 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

18 Project Portfolio Tab Projects are arranged in eight sub-groups - corresponding to task-forces 18

19 Project Portfolio Tab The subgroups contain the project ideas, respectively with the indicators of progress and finance. Each project is indexed. 19

20 Project Portfolio Tab Graphic interface of the financial and progress indicators. (screen capture of the online spectator mode of QPR) 20

21 Project Portfolio Tab The data sheets of each project is embedded into QPR. 21

22 Cluster contacts, resource and impact-matrix Cluster members Program groups and projects Group of programs R & D Education Development of collective enterprise culture Development of collective services Projects Knorr-Bremse Fékrendszerek Kft. TRIGON Electronica Kreatív Living- Fejlesztő és Szolgáltató Lab Kft Kft ALCUFER Ipari Kereskedelmi és Szolgáltató Kft. Polar-Stúdió Kft. RONCS AUTÓ KFT. RAMSYS Zrt. KIIK founding Usage of technical plastics in vehilce manufacturing Product ID systems Secondary vehicle and car-part ID system Cluster member cooperation in Integrated traffic control system 1 Vocational training according to DB's need projects 1 Higher education Series of seminars Resources of projects per member Enterprise development counsel Estimating innovation ability Developing innovation ability Estimating supplier ability Developing supplier ability Impact 1 matrix 1 1 of the 1 cluster Competition writing Investment-monitoring activity Newletter Contact with other clusters Capital investment One window administration, government relationship management 22 Other Development of labor-mobility Vehice test track Collective project monitoring Cluster strategy and its structure Number of projects of the cluster member

23 AIPA cluster - financing 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 23

24 AIPA cluster - structure and functioning 24 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

25 Thank You for your attention! 25 25