You have been a member of the management team since 1992, and CEO of Alpla since 2006: Is there anything as notable as Alplamat in your era?Was it always clear to you to follow in your father's footsteps? Alpla builds factories close to its customers worldwide, or even on their premises (so-called “in-house factories”), in order to keep transport costs for the hollow bodies as low as possible. Then we built a new plant in Poland and now we have a joint venture in Germany. In 2010 you took over the first recycling plant in Wöllersdorf, the PET Recycling Team. In PET recycling, the flows are already well established, but it is more difficult with polyolefins. This has intensified in recent years, especially in Europe. I think there’s still a lot of potential there. When I joined the company in 1992/2006, there were of course other challenges: Alplas growth and internationalisation. What has this changed for you in the value creation process?In other words, digitization is the big issue for you, primarily with regard to Big Data. Intensiv beschäftigt sich Günther Lehner mit dem Thema Ressourcenknappheit. In China, for example, we opened a Mould Shop and started with local tool making. We add external ones if we start some restructuring or optimization and make too little progress. Sehen Sie sich das Profil von Guenther Lehner auf LinkedIn an, dem weltweit größten beruflichen Netzwerk. Lehner, 60 years ago your father Alwin and your uncle Helmuth founded Alpenplastik Lehner Alwin GmbH. ALPLA is one of the world’s leading manufacturers of innovative plastic packaging.

https://www.vol.at/vorarlberg-philipp-lehner-rueckt-in-alpla-vorstand-auf/6063916 Guenther Lehner is Chief Executive Officer at Alpla-Werke Alwin Lehner GmbH & Co KG. Günther Lehner, CEO. For example, we have proven in years of crisis that we don’t immediately do Hire and Fire.

Since the beginning of this year, he has been back and part of our new, expanded, management team. Wherever we could automate, where we could replace work steps with sensible paybacks with machines, we have always done that. This has resulted in the compelling necessity of working with operationally measurable parameters. Managing Director is Günther Lehner.The company’s headquarters are located in Hard in the Austrian province of Vorarlberg. That was actually always clear.

Today, money lies only in the supply chain. It’s about implementation, about analyzing things in depth, about making structures so transparent from an external perspective that decisions can be made.We have been working with Syngroup for a long time, depending on where and how we evaluate issues and where we see weaknesses.

And now that it is becoming increasingly difficult to get good people, we are profiting from it.We’ll take over, yes. We produce packaging systems, bottles, caps and injection-moulded parts of the highest quality. Then we built a new plant in Poland and now we have a joint venture in Germany. Lesezeit: ca. We started the first recycling plant in Mexico in 2005, and we started in Wöllersdorf in 2010. It’s about retail and optimizing the supply chain: How does information come from the big retailers directly to our customers and then to us? Then we gladly take Syngroup teams on board in order to make connections transparent and to have valid bases for decision-making.We started this process at a very early stage in order to prepare our information in a meaningful way. They invented the famous Alplamat, which was still in use until the 90s. Für eine hochmoderne und effiziente Verpackungsherstellung im neuen Produktionszentrum haben wir 13 Millionen Euro investiert.“ Who do you involve in major challenges - such as technical-strategic realignments or international takeovers?In other words, there are internal participative processes for decision-making - but also external ones?Is it a question of developing new ideas and strategies, or rather of implementing them?Keyword: Digitization.