Jakob Heinen is a postdoctoral research fellow in Supply Chain Management at Kühne Logistics University since January 2015. He joined KLU in 2012 to pursue the M.Sc. Program in Global Logistics graduating as the Best Graduate of his class in 2014. In addition to his Master studies in Hamburg he spent a trimester abroad at the Harold Pupkewitz Graduate School of Business in Windhoek, Namibia, participating in courses of the Master of Leadership and Change Management program. Prior to KLU he completed a Bachelor in Aviation Management at the IUBH School of Business and Management in Bad Honnef.
Besides his studies, Jakob gained practical experience within different fields of supply chain management during internships at Lufthansa Cargo in the USA as well as the United Nations Office for Project Services in Denmark.
His research at KLU is closely linked to his master thesis on "Supply Chain Operating Models for 3D Printing". Jakob seeks to address the strategic, tactical and operational challenges manufacturing companies face when introducing innovative production technologies such as 3D Printing.
Business Analyst at United Nations Office for Project Services (UNOPS), Copenhagen, Denmark
Internship at United Nations Office for Project Services (UNOPS), Copenhagen, Denmark
Internship at Lufthansa Cargo AG, Atlanta, USA
|2007||Internship at Triple Alpha Jet Charter GmbH, Düsseldorf, Germany|
PhD candidate in the field of Supply Chain Management at Kühne Logistics University
Master of Science in Global Logistics - Specialization in Supply Chain Systems at Kühne Logistics University
|2013||Exchange semester at Harold Pupkewitz Graduate School of Business, Polytechnic of Namibia, Windhoek, Namibia|
|2012||Bachelor of Arts in Aviation Management at University of Applied Sciences, Bad Honnef, Germany|
Heinen, Jakob and Kai Hoberg (In press): Assessing the Potential of Additive Manufacturing for the Provision of Spare Parts, Journal of Operations Management.
Abstract: Spare parts are a particularly interesting application for switching production from traditional manufacturing (TM) to additive manufacturing (AM). Research assessing AM has primarily addressed cost models centering on the production process or the operations management of separate spare parts. By combining case study, modelling, and design science elements, we adopt a holistic perspective and develop a design to examine the systematic leverage of AM in spare parts operations. Contextually grounded in problems faced by a leading material handling equipment manufacturer that is challenged by common characteristics of after-sales operations, we engage with practice to propose a portfolio level analysis examining the switchover share from TM to AM. Using a dataset of 53,457 spare parts over nine years, we find that up to 8% of stock keeping units (SKUs) and 2% of total units supplied could be produced using AM, even if unit production costs are four times those of TM. This result is driven by low demand, high fixed costs, and minimum order quantities in TM. Finally, we present the evaluation by the case company's management and highlight five areas of opportunity and challenge.
Holweg, Matthias, Kai Hoberg, Jakob Heinen and Frits K. Pil (2016): Making 3D printing work for you: Defining Business Models for Additive Manufacturing, The European Business Review, July/August: 71-76.
Abstract: Companies struggle to define the value proposition 3D printing brings: While the opportunities for improving products are obvious, how to generate value from it is not. Firms need to first examine its potential and risks along three dimensions: product innovation, customisation, and complexity. Then they need to set clear boundaries for permissible customisation, and decide where to situate 3D printing within their organisation.
Hoberg, Kai, Moritz Petersen and Jakob Heinen (2019): Die Implikationen digitaler Technologien für die Supply Chain 4.0, in: Obermaier, Robert (ed.): Handbuch Industrie 4.0 und Digitale Transformation, Springer Fachmedien: Wiesbaden, 165-187.
Abstract: Die digitale Transformation hat das Potenzial, die Supply Chains zu verändern wie selten zuvor. Eine Vielzahl neuer digitaler Technologien eröffnet kaum abzusehende Möglichkeiten für die Optimierung der Prozesse entlang der Wertschöpfungskette: Der 3-D-Druck erlaubt die kundenspezifische Produktion eines einzigartigen Produkts in Serienqualität, vernetzte Sensoren kontrollieren die Bestände in Regalen oder Kühlschränken samt voll automatisierter Nachbestellungen, und Big Data unterstützt Unternehmen, ihre Lieferfahrzeuge so durch den Verkehr zu führen, dass sie beim Kunden eintreffen, wenn dieser tatsächlich zu Hause ist. Unternehmen aller Branchen müssen die Chancen der Digitalisierung ganzheitlich betrachten und verstehen, wie sie ihre Supply Chain 4.0 realisieren können.