Prof. Dr. Wulf-Peter Schmidt
Professor of Technical Sustainability Management
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Leading towards a more sustainable future: Transformation hin zu nachhaltigeren Geschäftsmodellen, Future Literacy, integrierte Nachhaltigkeitsstrategien und -management in allen Funktionen – von Strategie, Produktentwicklung, Supply Chain und Finance bis Manufacturing. Schwerpunkte sind strategische Projekte, Life Cycle Assessment und Klimaschutz-Simulationen mit hoher Wirkung.
Meine Projekte drehen sich um Transformationsmanagement, Klimaschutzmaßnahmen, Life Cycle Assessment (u.a. Elektronik, Automotive), nachhaltige Produktentwicklung und Carbon Credits.
| 10/1994 – 09/1997 | PhD Student · TU Berlin — Topic: Environmental marginal costs of recycling economies; „magna cum laude“ |
| 10/1990 – 09/1994 | Student · TU Berlin — Environmental engineering, Schwerpunkt: Waste Management, Air Pollution Control, Environmental Chemistry (1,0) |
| seit 05/2024 | Professor Technical Sustainability Management · CBS University of Applied Sciences — Lehre in Sustainability, Digitalization Strategies, Transformation, Strategic & Normative Business Management, Future Technologies (Dual Bachelor & Master, Blended Intensive Programs) |
| 03/2014 – 04/2024 | Director · Sustainability, Advanced Regulation & Product Conformity · Ford — Europäische Verantwortung für Nachhaltigkeitsstrategie & Reporting, Compliance für Umwelt- und Sicherheitsregulierung; Team von 35 Ingenieur:innen |
| 2007 – 2014 | Manager · Sustainability & CO₂ · Ford — Nachhaltigkeitsstrategie & Reporting, EU-CO₂- und Recycling-Regulierung; Team von 9 Ingenieur:innen |
| 2000 – 2007 | Technical Specialist · Vehicle Recycling · Ford — Recyclingstrategie & Forschung, Life Cycle Assessment |
| 11/1997 – 2000 | Expert · Environmental Strategy · Ford |
| 10/1994 – 10/1997 | Research Assistant · Project Leader · Technische Universität Berlin |
| 2026 | Schmidt, W.-P. Squaring the Circle: Reconciling Sufficiency with Product Life Cycle Assessments. Circ. Econ. Sust. 6, 195. |
| 2026 | Schmidt, W.-P. Nachhaltigkeit in der Chemieindustrie. In: Suntrop, C. & Wagner, T. (Hrsg.) Zirkuläre Wirtschaft und Nachhaltigkeit in der chemischen Industrie, S. 257–263. Wiley-VCH. |
| 2026 | Schmidt, W.-P. Der unsichtbare Kostenhebel. Wie interne CO₂-Preise Unternehmen profitabler und nachhaltiger machen. Forum future economy, S. 74–75. |
| 2025 | Schmidt, W.-P., Karlshaus, A., Herrmann, B., et al. Integrierte Nachhaltigkeit: Nachhaltigkeit in Wissenschaft, Management und Sektoren. |
| 2025 | Marx, L. & Schmidt, W.-P. Enhancing Social Sustainability in Automotive Supply Chains. International Journal of Supply Chain Management, 10(1), 62–90. |
| 2025 | Schmidt, W.-P. Ökobilanzen und Life Cycle Costing. In: Forum Nachhaltig Wirtschaften 02/2025, S. 44–47. |
| 2024 | Schmidt, W.-P. Solutions for sustainability challenges – Technical Sustainability Management and Life Cycle Thinking. Springer Nature (~230 S.). |
| 2019 | Schmidt, W.-P. Vertrauen verdienen. In: Verantwortung, No. 2, pp. 54–57, FAZ Institute. |
| 2014 | Schmidt, W.P. & Wallington, T.J. Towards Sustainable Individual Mobility. In: Sustainable Automotive Technologies 2013, Springer, pp. 161–168. |
| 2010 | Schmidt, W.-P.; Morel, S.; Ruhland, K.; Krinke, S.; Künne, B. Feasibility of a globally harmonised Environmentally Friendly Vehicle concept. Int. J. Vehicle Design, 53(1/2). |
| 2006 | Schmidt, W.-P.; Butt, F. Life Cycle Tools within Ford of Europe's Product Sustainability Index. Int. J. LCA 11(5), pp. 315–322. |
| 2004 | Schmidt, W.-P. et al. Life Cycle Assessment of Lightweight and End-of-Life Scenarios for Generic Compact Class Passenger Vehicles. Int. J. LCA 9(6), pp. 405–416. |
| 2003 | Schmidt, W.-P. Life Cycle Costing as Part of Design for Environment – Environmental Business Cases. Int. J. LCA 8(3), pp. 167–174. |
| 2002 | Schmidt, W.-P. & Sullivan, J. Weighting in Life Cycle Assessments in a Global Context. Int. J. LCA 7(1), pp. 5–10. |
| 2001 | Schmidt, W.-P. Strategies for Environmentally Sustainable Products and Services. Corporate Environmental Strategy, 8(2), pp. 118–125. |
