Abstract. Re-industrialization enjoys a renaissance in Western economies due to the role of the industrial sector for innovation, productivity, and job creation. A very promising approach to bring back competitiveness in production seems to be the fusion of the virtual and the real world leading to smart manufacturing and logistics concepts. In Germany, the leading industrial country in the European Union this approach has been called "Industry 4.0" aiming to develop cyber-physical systems (CPS) and dynamic production networks in order to achieve flexible and open value chains in manufacturing of complex mass customization products in small series. Currently, manufacturing companies gaining experiences in production in networks and smart logistics and develop new organisational structures and business models which better benefit from the new technologies and which adapt faster to the rapidly changing network environments. The modern manufacturing models embrace modular and fractal approaches as well as network-orientation, flexibility and responsiveness. The paper investigates the relationship between networking, organizational development, structural frame conditions and sustainability in the context of Industry 4.0. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise located in Estonia. The empiric analysis is based on semi-structured expert interviews and secondary data together with a case study approach.

To reduce the Sulphur emission from shipping and ensure clean shipping, a number of Sulphur Emission Control Areas (SECA) were enforced in special areas around the globe. From 2015, in SECA, ship owners are not allowed to use fuel with more than 0.1% Sulphur content. One of the major concerns for the SECA regulation is that maritime stakeholders have had to take into consideration the costs as well as the tolerable risks of their compliance investment options. Besides that, low freight rates have increased the competition and had caused financial pressure on ship owners so that lower capital reserves and low credibility levels limit the manoeuvring space for investment activities. The indications from BSR after 2015 showed that the low fuel price has eased the economic effects of the SECA regulation and as a result, most ship owners have delayed their investment decisions. Even though the postponement of emission abatement techniques seems to have reduced the compliance expenses for SECA, they, however, did not improve the position of shipowners relative to their competitors. Consequently, new policy instruments to stimulate innovation, to raise competitiveness and to comply with the new environmental regulations are needed. It would have been easier to hedge fuel price volatility and offer maritime logistics services for a lower price, but to be able to ensure sustainable results in long-term, maritime stakeholders must be ready to device astute strategies that can propel them to unparalleled advantage. This research first appraised the investment risks and payback period associated with the scrubber using different capital budgeting methods. It further illustrated the Maritime Energy Contracting (MEC) model as a market mechanism for the delivery of a cost-effective emission reduction using the scrubber technology as well as an instrument to realise a competitive advantage for ship operators. The results are empirically validated by case studies from BSR.

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Since the introduction of the Sulphur Emission Control Areas (SECA) regulations in the Baltic Sea Region (BSR) in 2015, the BSR has witnessed high compliance rate. However, a closer look to the situation reveals that the currently preferred compliance strategies depend on low oil price where ship owners shun investments in abatement technologies which may lead into an economic trap in the event of the oil price increase. The research considers incentive provisions for maritime investors who make investment decisions related to clean shipping and maritime fuel management. Traditionally, the financial assessments of these decisions are based on capital budgeting methods comprising cash flow analyses and net present value calculations. The findings reveal that the Real-Option approach represents a more realistic, reliable and promising method for the evaluation of abatement projects, especially under uncertainty and high volatility in material resource markets. The results can be applied to the evaluation of all projects in the maritime industry that depends on the price variation of the underlying asset during a specific period.

Manufacturing processes are usually imbedded in cross-company value and supply chains. Most manufacturing companies are currently encountering the obligation to react on their rapidly changing network environments. For companies, which are willing to remain competitive and to keep their position in the global business environment, continuous improvement and innovation of production system processes has become a necessity. Lean manufacturing and lean thinking represent meanwhile traditional frameworks for improving the performance for production systems in various industries. But not all production companies succeed with their implementation efforts towards lean manufacturing and performance improvements due to failures in organisational topics, especially at the interfaces within supply chains. Lean start-up theory and its methodologies represent success factors for organisational development paving the way to intrapreneurial and innovation concepts in a lean management influenced by lean thinking. Modern manufacturing concepts which are embracing networked enterprises are emphasising approaches for production in networks. The article investigates the innovation shortcoming in the lean manufacturing framework; organisational development in the context of intrapreneurship in a case study of a modular manufacturing company which is based on a smart and lean production concept. The research is empirically validated by using data samples from a business reengineering project in an internationally operating high-tech manufacturing enterprise from Estonia. The empiric analysis is based on semi-structured expert interview data and secondary data revealing the synergies between lean practice bundles and networked production enterprises in the context of intrapreneurship.