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General Information
The date when the cluster organisation was established: 
Thursday, 24 April, 2014
Number of staff in the management team of the cluster organisation : 
Cluster Excellence Label: 
Bronze Label
Other Label: 
Membership to other networks/partnerships: 
Cluster Management Team: 
Project Manager
+49 351 4772-2122
Languages spoken: 
Sectoral and Industrial Focus
Sectoral Industries: 
Production Technology and Heavy Machinery
Technology fields: 
Ceramic Materials and Powders
Metals and Alloys
S3 EU priority areas: 
Advanced materials
Machinery & equipment n.e.c.
Areas of specialisation of the cluster not covered above: 
smart materials
Composition of the cluster
Total number of members: 
Number of SME members: 
Number of start-ups among SME members: 
Number of larger company members: 
Number of research organisations/universities/technology centres: 
Number of other ecosystem actors : 
Entrepreneurship and scale-up support facilities in the cluster's ecosystem (see "Organisation type"): 
Name and link of major players: 
Cluster Strategy

Defining the strategy for establishing smart materials in society and production, smart³ identified four major tasks that will be tackled by the network.

Level of maturity

The paradigm change in product which smart³ aims for requires overcoming technological, economical and social challenges. Technologically, the lack of production technologies ready for serial production delays the roll-out of smart materials significantly.

Opening of innovation processes

For enabling the commercial break through of smart material based products, smart³ aims at overcoming technological and organisational path dependencies. Changing organisational and innovational environments require to seek oportunities off the beaten track and to to overcome old habits. Thus, we aim at finding and overcoming these path dependencies to establish new growth opportunities for smart materials.

Strenghtening a culture of cooperation in (SME) networks

Interdisciplinary projects like smart³ require open dialogue between all project partners. Thus, we aim at establishing a tight network of partners along the whole supply chain of smart material based products. In research projects we also evaluate which form of cooperation works best in heterogenous networks and which means and conditions suit best for ideal cooperation.

Creating market acceptance of smart materials

The substandard use of smart materials in current product lines can be explained by the fact that smart materials are relatively unknown in both industry and society. Moreover, at the moment customer requirements are insufficiently integrated in the production process of smart materials. We want to identifiy demands and requirements of the customers and integrate these insights into future product generations. Furthermore, we want to communicate the advantages of smart materials to a wider audience in society and industry.

Do you have a formalised strategy?: 
Do you have a specific strategy focus that addresses internationalisation ?: 
Support services provided: 
Access to technology services
Innovation Management / Support of innovation processes (internal, external)
Cooperation Activities
International Cooperation
The main countries targeted by the cluster organisation: 
United States
Our cluster organisation undertook the following international activities to support our members: 
Participation at missions/events/study visits/fairs
Trans-national Cooperation
The main countries targeted by the cluster organisation: 
United Kingdom
Our cluster organisation undertook the following trans-national activities to support our members: 
Participation at missions/events/study visits/fairs
Support Programmes
Participation in Funded Support Programmes: