Exploring the role of artificial intelligence in building production resilience: learnings from the COVID-19 pandemic

Dohale, Vishwas; Akarte, Milind; Gunasekaran, Angappa; Verma, Priyanka

doi:10.1080/00207543.2022.2127961

Cited by 40 publications

(25 citation statements)

References 86 publications

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“…Further, four major criteria are used to re-evaluate and filter the experts: (1) Present working position in the firm, (2) in-depth-knowledge about the field of investigation, (3) Having a minimum of 15 years of experience in the respective field and (4) availability and willingness to participate in the study (Bokrantz et al. , 2017; Dohale et al. , 2022a, b, c).…”

Section: Methodsmentioning

confidence: 99%

“…This can be achieved by determining the competitive priorities or competitive criteria (viz. cost (C), quality (Q), delivery (D) and flexibility (F)) at the order winner and market qualifier levels (Chatha and Butt, 2015; Dohale et al. , 2022a, b, c; Hill and Hill, 2009).…”

Section: Manufacturing Strategy 40 – Taxonomy and Frameworkmentioning

confidence: 99%

“…The level of manufacturing output is affected by the production systems. Hence, production system selection or a strategic process choice for a manufacturing firm has critical importance in MS formulation (Dohale et al. , 2022a, b, c; Partovi, 2007).…”

Section: Manufacturing Strategy 40 – Taxonomy and Frameworkmentioning

confidence: 99%

“…, 2014). However, I4.0 implementation is associated with complexities at the macro and micro levels (Bibby and Dehe, 2018; Dohale et al. , 2022a, b, c).…”

Section: Introductionmentioning

confidence: 99%

“…, 2018; Ocampo, 2016). Further, in their review on MS, Dohale et al. (2022a, b, c) accentuated the need to formulate a framework for manufacturing strategy to mitigate the challenges in deploying I4.0 technologies.…”

Section: Introductionmentioning

confidence: 99%

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Manufacturing strategy 4.0: a framework to usher towards industry 4.0 implementation for digital transformation

Dohale

Verma²,

Gunasekaran³

et al. 2022

IMDS

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PurposeThe role of industry 4.0 (I4.0) technologies for organizations to achieve a competitive advantage and mitigate disruptive emergency situations are well exhibited in literature. However, more light needs to be thrown into implementing I4.0 technologies to digitally transform organizations. This paper introduces a novel framework for formulating manufacturing strategy 4.0 (MS 4.0) that guides organizations to implement I4.0 successfully.Design/methodology/approachThe experts working in I4.0 and technology management domains were interviewed to determine the definition, role and process for formulating MS 4.0. Text mining using VOSViewer© is performed on the experts' opinions to determine the key terms from the opinions through keyword analysis. The identified key terms are mapped together using the existing traditional manufacturing strategy formulation framework to develop the MS 4.0 framework. Finally, the proposed MS 4.0 framework is validated through a triangulation approach.FindingsThis study captured the role, definition and process to formulate MS 4.0 and proposed a framework to help practitioners implement I4.0 at manufacturing organizations to achieve competitiveness during normal and emergency situations.Research limitations/implicationsThe proposed MS 4.0 framework can assist industry practitioners in formulating the strategy for implementing the I4.0 technology/gies to digitally transform their manufacturing firm to retain the maximum manufacturing output and become market competent in normal and emergency situations.Originality/valueThis study is the first of its kind in the body of knowledge to formulate a digital transformation strategy, i.e. MS 4.0, to implement I4.0 technologies through a manufacturing strategic lens.

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Section: Methodsmentioning

confidence: 99%

Section: Manufacturing Strategy 40 – Taxonomy and Frameworkmentioning

confidence: 99%

Section: Manufacturing Strategy 40 – Taxonomy and Frameworkmentioning

confidence: 99%

“…, 2014). However, I4.0 implementation is associated with complexities at the macro and micro levels (Bibby and Dehe, 2018; Dohale et al. , 2022a, b, c).…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Manufacturing strategy 4.0: a framework to usher towards industry 4.0 implementation for digital transformation

Dohale

Verma²,

Gunasekaran³

et al. 2022

IMDS

Self Cite

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The effect of customer and supplier concentrations on firm resilience during the COVID‐19 pandemic: Resource dependence and power balancing

Jiang

Yeung

Han

et al. 2023

J of Ops Management

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Tackling sustainable development challenges: A fuzzy set examination of textile industry 4.0 and green supply chain barriers

Khurshid,

Khan,

Khan

et al. 2024

Sustainable Development

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Circular supply chains transform linear manufacturing into closed‐loop systems that promote Industry 4.0 and sustainable development. However, the barriers to China's textile sector have not been thoroughly investigated. Therefore, this study analyzes the contextual links between identified barriers and their prioritization for effective circular economy and green product development. This study enlisted 75 specialists to evaluate various obstacles utilizing the q‐ROFS approach for comprehensive quantitative analysis. The results revealed the interdependence of barriers and identified major devising from the market, financial, and organizational sides. The significant impact of market barriers on other challenges is shown by high similarity (90%), showing market problems' profound effects. Financial constraints significantly impact organizational and market barriers, stressing the role of economic factors in adoption challenges. Sociological, financial, and market issues are interconnected with organizational barriers, emphasizing the need for an integrated strategy. Finally, the assessments rank market‐related constraints, followed by economic and organizational barriers. Then there are society, the environment, and technological, supply chain, and government barriers faced by the Chinese textile industry. These results emphasize the need for comprehensive policies to overcome market, financial, and organizational barriers and the role of economics and market dynamics in adoption.

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Exploring the role of artificial intelligence in building production resilience: learnings from the COVID-19 pandemic

Cited by 40 publications

References 86 publications

Manufacturing strategy 4.0: a framework to usher towards industry 4.0 implementation for digital transformation

Manufacturing strategy 4.0: a framework to usher towards industry 4.0 implementation for digital transformation

The effect of customer and supplier concentrations on firm resilience during the COVID‐19 pandemic: Resource dependence and power balancing

Tackling sustainable development challenges: A fuzzy set examination of textile industry 4.0 and green supply chain barriers

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