After a steady growth in global offshoring activities, it appears now a marked flow in the opposite direction with both a partial and full reversal of offshoring decisions. Research on reshoring put less stresses on the operation of dispersed facilities of an intra-firm network manufacturing. The purpose of this paper is to address the relevance of strategic capabilities for the operation of international manufacturing to the reshoring decision. The paper reports on retrospective studies of three European based companies, which have had recent reshoring experience. We adopt qualitative research using a case-based methodology that includes multiple in-depth interviews based on three companies. The study demonstrates that managerial challenges in the operation of dispersed facilities have played an important role in the reshoring decision. The findings allow understanding how the capability dimensions, ‘thriftiness’ and ‘learning’ being the most important, connect with the phenomenon of reshoring.
The fourth industrial revolution, fueled by automation and digital technology advancements, enables us to manage manufacturing systems effectively. Its deployment in enterprises has now become increasingly important in developed and emerging economies. Many experts believe that barriers associated with Industry 4.0 implementation are critical to its success. Therefore, this study aimed to identify the major hurdles to Industry 4.0 adoption and reveal their interrelationships. Initially, the literature was thoroughly studied to determine the sixteen barriers impeding I4.0 adoption. Then, based on experts’ opinions, an integrated fuzzy-DEMATEL approach was utilized to examine the most significant challenges to I4.0 deployment. The results demonstrated the distribution of barriers in which the economic dimension played a decisive role, affecting technological, regulatory, and organizational dimensions. As observed in the barrier mapping, the lack of qualified workforce was a typical adoption barrier. Finally, the mitigation strategies developed would help managers to overcome the identified critical obstacles.
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