Think tank for logistics issues beyond day-to-day business

The term ‘think tank’ has long been established in business and politics. Translated into German, it refers to a ‘Denkfabrik’ – a place where the focus is not on operational constraints, but on fundamental questions. This is precisely the approach taken by a new initiative from the commercial vehicle and logistics world.

It is not about short-term product optimisation or quick market successes, but about issues that will shape the industry in the coming years. Questions to which there are still no clear answers today are to be thought about, discussed and ultimately translated into tangible concepts. The logistics sector is under enormous pressure to change. Global supply chains are becoming more complex, competition more intense, and the demands for efficiency and transparency are increasing. At the same time, there is a shortage of skilled workers, especially drivers, and digital technologies are creating new dependencies. In this area of tension, it is no longer enough to make isolated adjustments. There is a need for places where fundamental developments can be openly discussed – beyond sales figures and quarterly targets.

Krone's think tank as an open platform

With its think tank, Krone has launched a development project that is deliberately designed as a platform. The aim is to bring together industry experts, practitioners and specialists from various disciplines. Not as a classic consulting format, but as a workspace for new perspectives. The focus is on questions that concern not only the future of logistics, but also the future beyond that. It is explicitly not about internal company optimisation. The think tank sees itself as a place for industry-wide topics. Customers, partners and external experts should all benefit equally. The standards are high: instead of isolated ideas, the aim is to develop viable approaches that deliver real added value for the industry.

Fundamental questions instead of quick answers

Many challenges in logistics cannot be solved with a new product or a single software solution. Issues such as driver shortages, digitalisation and data sovereignty are structural in nature. They affect companies, politics and society alike. This is exactly where the think tank comes in. The driver shortage is no longer a temporary problem. Demographic developments, changing attitudes to work and increasing workloads are exacerbating the situation. At the same time, the demand for transport services is growing. A think tank cannot remedy this development in the short term, but it can help to develop new approaches. For example, through modified vehicle concepts, new working models or greater integration of technology and organisation.

Digitisation of the entire logistics chain as a core issue

Another key issue is the digitisation of the logistics chain. Technologically, a lot is possible. Sensors, telematics, platforms and data-based services have long been available. But the crucial question is: where is this development leading? Who controls the data generated along the chain? And how can digital solutions be designed in such a way that they benefit all parties involved? The think tank deliberately addresses these questions at a higher level. It is not about individual applications, but about the interaction of technology, processes and responsibility. Data has become a central resource, but its use is often unclear. Ownership, access and evaluation are issues that urgently need to be agreed upon.

From idea to proof of concept

A key feature of the think tank is its focus on feasibility. It is not about theoretical thought experiments or simply collecting ideas. The aim is to develop concrete projects from discussions. Proof of concept plays a central role in this. It should show that new approaches are not only conceivable, but also feasible. This claim distinguishes the think tank from many traditional think tanks. Although immediate sales are not the main focus, the results should be productive. Ideas should be further developed, tested and, ideally, transformed into marketable solutions. The path from vision to application is an explicit part of the concept.

Long-term perspective instead of short-term returns

The think tank is not a traditional business concept. It is not designed to generate short-term profits. Rather, it is about long-term orientation. In an industry that is strongly influenced by operational constraints, it creates space for strategic thinking. This long-term approach is a conscious choice. Many of the topics discussed cannot be resolved within a few months. They require patience, openness and a willingness to question established patterns of thinking. The think tank provides the institutional framework for this.

• Cross-sector exchange between industry experts
• Focus on driver shortages and structural bottlenecks
• Fundamental examination of digitalisation
• Clarification of data sovereignty and responsibility
• Development of concrete projects with proof of concept

Collaboration as the key to new solutions

A central element of the think tank is collaboration. Complex challenges cannot be overcome alone. Different perspectives are necessary to avoid blind spots. Practitioners bring different experiences to the table than developers or strategists. It is precisely this diversity that should be exploited in a targeted manner. The platform offers a protected space for this. Ideas can be discussed openly without being immediately evaluated or classified in economic terms. This freedom is crucial for new approaches to emerge. At the same time, the focus on feasibility ensures that discussions do not remain abstract.

Understanding logistics as a system

The think tank follows a systemic understanding of logistics. Transport, vehicles, data, people and processes are closely interlinked. Changes in one area affect the entire system. Anyone who wants to develop sustainable solutions must take these interrelationships into account. Digitalisation in particular shows how important a holistic view is. Individual digital tools only reveal their benefits when used in combination. The think tank creates a framework for analysing these interactions and shaping them in a targeted manner.

A look ahead to the coming years

The results of the think tank will not be visible overnight. They are designed to take several years. But that is precisely where their strength lies. Instead of short-term effects, the focus is on providing orientation in a phase of profound change. The logistics industry is facing decisions that will shape its structure in the long term. The think tank offers the opportunity to approach these decisions in a prepared and reflective manner. It is a space for experimenting with ideas that may seem vague today but could be crucial tomorrow. This makes it an important source of inspiration for an industry in transition.