The impact of Industry 4.0 implementation on supply chains

Abstract

PurposeThe study aims to analyse the impact of Industry 4.0 implementation on supply chains and develop an implementation framework by considering potential drivers and barriers for the Industry 4.0 paradigm.Design/methodology/approachA critical literature review is performed to explore the key drivers and barriers for Industry 4.0 implementation under four business dimensions: strategic, organisational, technological and legal and ethical. A system dynamics model is later developed to understand the impact of Industry 4.0 implementation on supply chain parameters, by including both the identified driving forces and barriers for this technological transformation. The results of the simulation model are utilised to develop a conceptual model for a successful implementation and acceleration of Industry 4.0 in supply chains.FindingsIndustry 4.0 is predicted to bring new challenges and opportunities for future supply chains. The study discussed several implementation challenges and proposed a framework for an effective adaption and transition of the Industry 4.0 concept into supply chains.Research limitations/implicationsThe results of the simulation model are utilised to develop a conceptual model for a successful implementation and acceleration of Industry 4.0 in supply chains.Practical implicationsThe study is expected to benefit supply chain managers in understanding the challenges for implementing Industry 4.0 in their network.Originality/valueSimulation analysis provides examination of Industry 4.0 adoption in terms of its impact on supply chain performance and allows incorporation of both the drivers and barriers of this technological transformation into the analysis. Besides providing an empirical basis for this relationship, a new conceptual framework is proposed for Industry 4.0 implementation in supply chains.

Multistage implementation framework for smart supply chain management under industry 4.0

“…The application of the 4.0 enabling technologies tends to enhance the entire supply chain performance, especially in terms of the procurement, manufacturing, inventory management, and trading, while also promoting the concept of information sharing and automation, digitization, and transparency across the supply network ( Factorachian and Kazemi, 2020 ). Ghadge et al. (2020) emphasized the need to integrate the digital businesses, with digital supply chains, such as the incorporation and adoption of the (i) digital culture, (ii) new digital business models, (iii) optimized data management, (iv) connected processes and devices, (v)integrated performance management, (vi) synchronized planning and inventory management, (vii) supply chain transparency, (viii) integrated value chains, (ix) connected customers and channels, and the (x) collaboration and data sharing for fruitful adoption towards the concept of industry 4.0.…”

“…In this regard, escalating the information exchange with the synchronization into the operations among supply chain partners, allows for the agility, efficiency, and total cost reduction throughout the entire supply network ( Ghobakhloo and Fathi, 2019 ). The model suggested by Ghadge et al. (2020) found that the cloud technology and RFID enhanced the operational efficiencies through a reduction in the inventory levels and the costs.…”

“…Additionally, Manavalan and Jayakrishna (2019) analyzed that the research on the supply chain for the fourth industrial revolution is still lurking in its initial stages. The traditional supply chains must shift rapidly in order to effectively and efficiently adopt the industry 4.0 technologies' principles, in order to remain in the ever – changing and evolving markets, while the organizations are constantly finding ways to adopt to these new technologies ( Ghadge et al., 2020 ). Also, in their study, Buyukuzkan and Gocer (2018) have highlighted that, despite the advantages of industry 4.0 that are cited in the extant literature, the actual examples of empirical implementation across the supply chains are still scant.…”

Asset tracking, condition visibility and sustainability using unmanned aerial systems in global logistics

“…Asset tracking and condition visibility is also difficult because few standards or metrics have been assessed in global logistics systems, particularly when new technology such as UAS is introduced ( Biton et al, 2019 ; Reyes et al, 2020 ; Ghadge et al, 2020 ). This research addresses this gap and describes the integration of a UAS in a global logistics system, and the metrics used to assess the integrated system.…”

أثر إستخدام نظام المعلومات المحاسبى المستند على تقنیة البلوک تشین على تحسین أداء سلاسل التورید المدعومة بتکنولوجیا الثورة الصناعیة الرابعة إزاء مواجهة فیروس کورونا المستجد مع دراسة تجریبیة

“…‫ػورر‬ ‫ي‬ ‫ػث‬ ‫حي‬ ‫الخانة،‬ ‫تشيف‬ ‫البموؾ‬ ‫أو‬ ‫التحال‬ ‫ذات‬ ‫تشيف‬ ‫البموؾ‬ ‫مف‬ ‫نوع‬ ‫يد‬ ‫التور‬ ‫سمسمة‬ ‫اعتبار‬ ‫يموف‬ ‫ػمة‬ ‫سمس‬ ‫ػى‬ ‫ر‬ ‫ػارؾ‬ ‫مش‬ ‫ػل‬ ‫لك‬ ‫يموف‬ ‫حيث‬ ‫بو،‬ ‫الخاص‬ ‫األذف‬ ‫مستوى‬ ‫عمى‬ ‫بناء‬ ‫مشارؾ‬ ‫لكل‬ ‫رؤية‬ ‫تشيف‬ ‫البموؾ‬ ‫ػ‬ ‫ػ‬ ‫وج‬ ‫ػاكف‬ ‫ػ‬ ‫ام‬ ‫ػة‬ ‫ػ‬ ‫ر‬ ‫ومعر‬ ‫ػد‬ ‫ػ‬ ‫ي‬ ‫التور‬ ‫ػمة‬ ‫ػ‬ ‫سمس‬ ‫ػالؿ‬ ‫ػ‬ ‫خ‬ ‫ػف‬ ‫ػ‬ ‫م‬ ‫ػديميا‬ ‫ػ‬ ‫تق‬ ‫ػاء‬ ‫ػ‬ ‫أثن‬ ‫ػائع‬ ‫ػ‬ ‫البع‬ ‫ػدـ‬ ‫ػ‬ ‫تق‬ ‫ػدي‬ ‫ػ‬ ‫م‬ ‫ػة‬ ‫ػ‬ ‫رؤي‬ ‫ػد‬ ‫ػ‬ ‫ي‬ ‫التور‬ ‫ػور‬ ‫ػ‬ ‫وعب‬ ‫ود‬ ‫ألى‬ ‫ػف‬ ‫ػ‬ ‫ػ‬ ‫يمو‬ ‫ال‬ ‫ػا‬ ‫ػ‬ ‫ػ‬ ‫وم‬ ‫ػحف.‬ ‫ػ‬ ‫ػ‬ ‫بالش‬ ‫ػة‬ ‫ػ‬ ‫ػ‬ ‫الخان‬ ‫ػتندات‬ ‫ػ‬ ‫ػ‬ ‫المس‬ ‫ػرض‬ ‫ػ‬ ‫ػ‬ ‫وع‬ ‫ػة،‬ ‫ػ‬ ‫ػ‬ ‫الجمروي‬ ‫ػائ‬ ‫ػ‬ ‫ػ‬ ‫الوث‬ ‫ػة‬ ‫ػ‬ ‫ػ‬ ‫حال‬ ‫ػد‬ ‫ػ‬ ‫ػ‬ ‫وتحدي‬ ‫ػات،‬ ‫ػ‬ ‫ػ‬ ‫الحاوي‬ ‫ػحة‬ ‫ن‬ ‫ػى‬ ‫عم‬ ‫اؼ‬ ‫ػر‬ ‫االط‬ ‫ػة‬ ‫وار‬ ‫ػاع‬ ‫اجم‬ ‫دوف‬ ‫أخرى‬ ‫بسجالت‬ ‫و‬ ‫إلحا‬ ‫حتى‬ ‫أو‬ ‫حذرو‬ ‫أو‬ ‫سجل‬ ‫أى‬ ‫تعديل‬ ‫طرؼ‬ ‫المعامالت‬ (O'leary,2017) . ‫ا‬ ‫ػة‬ ‫ػ‬ ‫ػ‬ ‫وتقني‬ ‫ػناعة‬ ‫ػ‬ ‫ػ‬ ‫لمن‬ ‫ػع‬ ‫ػ‬ ‫ػ‬ ‫اب‬ ‫الر‬ ‫ػل‬ ‫ػ‬ ‫ػ‬ ‫الجي‬ ‫ػات‬ ‫ػ‬ ‫ػ‬ ‫تقني‬ ‫ػ‬ ‫ػ‬ ‫ػ‬ ‫تطبي‬ ‫ػ‬ ‫ػ‬ ‫ػ‬ ‫يتطم‬ ‫ػذا‬ ‫ػ‬ ‫ػ‬ ‫ل‬ ‫ػة‬ ‫ػ‬ ‫ػ‬ ‫مي‬ ‫ر‬ ‫ػد‬ ‫ػ‬ ‫ػ‬ ‫ي‬ ‫تور‬ ‫ػمة‬ ‫ػ‬ ‫ػ‬ ‫سمس‬ ‫ػود‬ ‫ػ‬ ‫ػ‬ ‫وج‬ ‫ػيف‬ ‫ػ‬ ‫ػ‬ ‫تش‬ ‫ػوؾ‬ ‫ػ‬ ‫ػ‬ ‫لبم‬ ‫(مؤتمتو)‬ digital supply chain ‫ػة‬ ‫الكامم‬ ‫ػفارية‬ ‫بالش‬ ‫يتسـ‬ ً ‫تماما‬ ً ‫متكامال‬ ً ‫نظاما‬ ‫يد‬ ‫التور‬ ‫سمسمة‬ ‫يجعل‬ ‫مما‬ ، ‫ػائى‬ ‫ػ‬ ‫الني‬ ‫ػت‬ ‫ػ‬ ‫المن‬ ‫ػميـ‬ ‫ػ‬ ‫بتس‬ ً ‫ػاءا‬ ‫ػ‬ ‫نتي‬ ‫ا‬ ‫و‬ ‫ػات‬ ‫ػ‬ ‫الموون‬ ‫و‬ ‫ػاـ‬ ‫ػ‬ ‫الخ‬ ‫اد‬ ‫ػو‬ ‫ػ‬ ‫الم‬ ‫ػوردى‬ ‫ػ‬ ‫م‬ ‫ػف‬ ‫ػ‬ ‫م‬ ً ‫ػدءا‬ ‫ػ‬ ‫ب‬ ‫ػد‬ ‫ػ‬ ‫ي‬ ‫التور‬ ‫ػمة‬ ‫ػ‬ ‫سمس‬ ‫اؼ‬ ‫ػر‬ ‫ػ‬ ‫أط‬ ‫ػع‬ ‫ػ‬ ‫لجمي‬ ‫ػل‬ ‫لمعمي‬(Schrauf and Berttam,2017;Ghadge et al, 2020;Nasiri et al, 2020) . ‫ػة‬ ‫ػ‬ ‫لتمبي‬ ‫ػة‬ ‫ػ‬ ‫التنظيمي‬ ‫ػة‬ ‫ػ‬ ‫الثقار‬ ‫و‬ ‫ػاؿ‬ ‫ػ‬ ‫األعم‬ ‫ػات‬ ‫ػ‬ ‫لعممي‬ ‫ػى‬ ‫ػ‬ ‫م‬ ‫الر‬ ‫ػوؿ‬ ‫ػ‬ ‫التح‬ ‫ػالؿ‬ ‫ػ‬ ‫خ‬ ‫ػف‬ ‫ػ‬ ‫م‬ ‫ػة‬ ‫ػ‬ ‫مي‬ ‫الر‬ ‫ػد‬ ‫ػ‬ ‫ي‬ ‫التور‬ ‫ػمة‬ ‫ػ‬ ‫سمس‬ ‫ػاء‬ ‫ػ‬ ‫بن‬ ‫ػتـ‬ ‫ػ‬ ‫وي‬ ‫ػت‬ ‫ػ‬ ‫ػ‬ ‫ن‬ ‫االنتر‬ ‫ػالؿ‬ ‫ػ‬ ‫ػ‬ ‫خ‬ ‫ػف‬ ‫ػ‬ ‫ػ‬ ‫م‬ ‫ػات‬ ‫ػ‬ ‫ػ‬ ‫المعموم‬ ‫ػع‬ ‫ػ‬ ‫ػ‬ ‫لجم‬ ‫ػة‬ ‫ػ‬ ‫ػ‬ ‫الذوي‬ ‫ػا‬ ‫ػ‬ ‫ػ‬ ‫التكنولوجي‬ ‫ػتخداـ‬ ‫ػ‬ ‫ػ‬ ‫اس‬ ‫ػى‬ ‫ػ‬ ‫ػ‬ ‫إل‬ ‫ػارة‬ ‫ػ‬ ‫ػ‬ ‫باالع‬ ‫ػوؽ،‬ ‫ػ‬ ‫ػ‬ ‫الس‬ ‫ػات‬ ‫ػ‬ ‫ػ‬ ‫متطمب‬ (Nasiri et al, 2020 ) ‫اسة‬ ‫در‬ ‫أشارت‬ .…”