How Digital Transformation is Reshaping the Manufacturing Industry Value Chain: The New Digital Manufacturing Ecosystem Applied to a Case Study from the Food Industry

2018 ◽  
pp. 127-142 ◽  
Author(s):  
Marco Savastano ◽  
Carlo Amendola ◽  
Fabrizio D’Ascenzo
Keyword(s):  
Value Chain ◽  
Food Industry ◽  
Manufacturing Industry ◽  
Digital Transformation ◽  
Digital Manufacturing ◽  
Industry Value Chain

scholarly journals IT tools and standards supporting mass customisation in the building industry

2019 ◽  
Vol 9 (1) ◽  
pp. 60-80
Author(s):  
Kim Jensen ◽  
◽  
Kjeld Nielson ◽  
Thomas Brunoe ◽  
Jesper Larsen ◽  
...  
Keyword(s):  
Construction Industry ◽  
Mass Customization ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Integrated System ◽  
Mass Customisation ◽  
Industry Foundation Classes ◽  
Construction Companies ◽  
Productivity And Competitiveness

Research demonstrate that productivity in the Danish building and construction industry has only doubled over the last fifty years, whereas the manufacturing industry has increased six times. Utilisation of mass customization as a strategy has achieved results in the manufacturing industry in terms of increasing productivity and competitiveness, so the strategy might have potentials in the building and construction industry as well. However, mass customization as a strategy for improving the productivity of the building and construction industry has not been explored as much as in the manufacturing industry. The purpose of this paper is to analysethe assumptions and possibilities for applying the principles of masscustomisation related to establishing an adaptable integrated system of entities in the value chain of the building and construction industry.The outset of the paper is a literature review concerning the utilisation of mass customization as a strategy in terms of increasing productivity within the building and construction industry. An essential part of the paper is a case study of 11 building and construction companies and an analysis of the conditions for cooperation between the entities in the value chain of the building and construction industry. The paper induces to which extent it makes sense to talk about utilisation of mass customisation by applying the Industry Foundation Classes (IFC) and standardisation initiatives of the construction industry provided by buildingSMART, and at the same time harvesting the benefits of the mass customization.

Collaborative approach to digital transformation (CADT) model for manufacturing SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jonathan Brodeur ◽  
Robert Pellerin ◽  
Isabelle Deschamps
Keyword(s):  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Digital Transformation ◽  
Collaborative Approach ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Aerospace Manufacturing ◽  
Research Findings ◽  
New Perspective

PurposeThis paper aims to propose a collaborative approach model developed based on observations of two aerospace manufacturing small and medium-sized enterprises (SMEs) pursuing their digital transformation toward Industry 4.0.Design/methodology/approachThis research focuses on two manufacturing SMEs in North America, and data were collected using longitudinal case study and research intervention method. Data collection was performed through observation and intervention within the collaborative projects over 18 months.FindingsA model of a collaborative approach to digital transformation (CADT) for manufacturing SMEs was produced. Based on the study findings, the collaboration manifests itself at various stages of the transformation projects, such as the business needs alignment, project portfolio creation, technology solution selection and post-mortem phase.Research limitations/implicationsResearch using the case study method has a limitation in the generalization of the model. The CADT model generated in this study might be specific to the aerospace manufacturing industry and collaboration patterns between manufacturing SMEs. The results could vary in different contexts.Practical implicationsThe proposed CADT model is particularly relevant for manufacturing SMEs' managers and consultants working on digital transformation projects. By adopting this approach, they could better plan and guide their collaboration approach during their Industry 4.0 transformation.Originality/valueThis research provides a new perspective to digital transformation approaches in the aerospace industry. It can be integrated into other research findings to formulate a more integrated and comprehensive CADT model in industries where SMEs are significant players.

scholarly journals Beverages-Food Industry Cluster Development Based on Value Chain in Indonesia

2014 ◽  
Vol 15 (1) ◽  
pp. 84
Author(s):  
Lasmono Tri Sunaryanto ◽  
Gatot Sasongko ◽  
Ira Yumastuti
Keyword(s):  
Development Strategy ◽  
Value Chain ◽  
Food Industry ◽  
Industry Cluster ◽  
Cluster Development ◽  
Beverage Industry ◽  
Food And Beverage Industry ◽  
Industry Value Chain ◽  
Food And Beverage ◽  
Food And Drink

This study wants to develop the cluster-based food and beverage industry value chain that corresponds to the potential in the regions in Java Economic Corridor. Targeted research: a description of SME development strategies that have been implemented, composed, and can be applied to an SME cluster development strategy of food and beverage, as well as a proven implementation strategy of SME cluster development of food and beverage. To achieve these objectives, implemented descriptive methods, techniques of data collection through surveys, analysis desk, and the FGD. The data will be analyzed with descriptive statistics. Results of study on PT KML and 46 units of food and drink SMEs in Malang shows that the condition of the SME food-beverage cluster is: not formal, and still as the center. As for the condition of the existence of information technology: the majority of SMEs do not have the PC and only 11% who have it, of which only 23% have a PC that has an internet connection, as well as PC ownership is mostly just used for administration, with WORD and EXCEL programs, and only 4% (1 unit SMEs) who use the internet marketing media.

scholarly journals Vertical Specialization of Production: Critical Review and Empirical Evidence for the Mexican Manufacturing Industries 1994-2014

2016 ◽  
Vol 6 (2) ◽  
pp. 11 ◽  
Author(s):  
Maritza Sotomayor
Keyword(s):  
Value Chain ◽  
Manufacturing Industry ◽  
Bilateral Trade ◽  
The United States ◽  
Global Value Chain ◽  
Vertical Specialization ◽  
Empirical Estimation ◽  
Quality Ladder ◽  
Empirical Approaches

<p>This paper surveys Vertical Specialization (VS) from different empirical approaches, including the various conceptualizations of VS, the problems with its quantification, and a case study. The empirical estimation of this paper refers to the Mexican manufacturing industry and the in-bond industry (also known as maquiladora). The purpose of this paper is to compare VS, through the application of the Vertical Intra-Industry Trade (VIIT) indexes, for maquiladora and non-maquiladora industries and to contrast the degree to which the maquiladora industry is integrated with the global value chain relative to the non-maquiladora activities for the 1994-2006 period. Furthermore, this paper quantifies VIIT for the post-maquiladora period (2007-2014) in order to discuss if there have been changes in the VIIT since the conclusion of the maquiladora program in 2006. In particular, this paper tests if the quality ladder hypothesis applies to Mexico for its bilateral trade with the United States and Canada. The empirical estimations show the remarkable differences between maquiladora and non-maquiladora VS and the impacts that changes in the NAFTA tariff schedule for the automotive industry have had on the bilateral trade pattern.</p>

The dilemma of domestic suppliers on the periphery of the automotive industry global value chain

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jesús F. Lampón ◽  
Marta Rodríguez De la Fuente ◽  
José Antonio Fraiz-Brea
Keyword(s):  
Automotive Industry ◽  
Value Chain ◽  
Added Value ◽  
Primary Data ◽  
Global Value Chain ◽  
Content Type ◽  
Industry Value Chain ◽  
Global Presence ◽  
The Impact

PurposeUnder the global value chain (GVC) approach, this paper aims to analyze how domestic suppliers on the periphery of the automotive industry are affected by their relationship with foreign multinationals.Design/methodology/approachA case study with primary data collected from foreign multinationals operating in the Mexican automotive industry was used to analyze their relationship with domestic suppliers.FindingsThe evolution of the suppliers has been characterized by improved quality and added value in their products and more asset-intensive, efficient processes. This evolution has been driven by improvement in production capabilities and investment in new equipment by domestic suppliers and facilitated by knowledge transfer from foreign multinationals. However, it has not involved the acquisition of innovation capabilities or the internationalization of production activities. This has limited their position on the first levels of the value chain and their global presence, which are essential aspects when climbing the industry value chain to lead some activities at a global level. At the same time, most of these suppliers have become strategic and have a greater dependence on foreign multinationals. This poses a dilemma for domestic firms, as the relationship with these multinationals becomes more intense and dependent and at the same time reduces the possibility of leading activities in the value chain.Originality/valueThe paper analyzes the impact on domestic suppliers of their relationships with foreign multinationals, integrating traditional product, process and functional upgrading and new elements, in particular, participation in the GVC and dependence on multinationals.

scholarly journals Sustainable Production in a Circular Economy: A Business Model for Re-Distributed Manufacturing

2019 ◽  
Vol 11 (16) ◽  
pp. 4291 ◽  
Author(s):  
Chris Turner ◽  
Mariale Moreno ◽  
Luigi Mondini ◽  
Konstantinos Salonitis ◽  
Fiona Charnley ◽  
...  
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Manufacturing Industry ◽  
Business Models ◽  
New Technologies ◽  
Three Dimensional ◽  
Distributed Model ◽  
Chain Model ◽  
Distributed Manufacturing

The emergence of new technologies such as the Internet of Things, big data, and advanced robotics, together with risks such as climate change, rising labour costs, and a fluctuating economy, are challenging the current UK manufacturing model. In this paper, business models for re-distributed manufacture (RdM) are developed using anIDEF (Icam DEFinition for Function Modelling) description to serve as a guide for the implementation of the RdM concept in the consumer goods industry. This paper explores the viability of a re-distributed business model for manufacturers employing new manufacturing technologies such as additive manufacturing or three-dimensional (3D) printing, as part of a sustainable and circular production and consumption system. An As-Is value chain model is presented alongside the proposed new business model for a sustainable re-distributed manufacturing system. Both are illustrated via a case study drawn from the shoe manufacturing industry. The case study shows that there is a need for robust facilities in close proximity to the customer. These facilities are store fronts which can also manufacture, remanufacture, and provide services. The reduction in transportation and increase in customer involvement throughout the process are the main benefits that would accrue if a re-distributed model is implemented in the given industry.

scholarly journals EBusiness Impacts on the Peanut Industry in Queensland – a Case Study

2003 ◽  
Vol 10 (1) ◽  
pp. 103-121 ◽  
Author(s):  
Kim Bryceson
Keyword(s):  
Value Chain ◽  
Added Value ◽  
Business Practices ◽  
Sustainable Competitive Advantage ◽  
Doing Business ◽  
Constant Change ◽  
State Initiatives ◽  
Industry Value Chain ◽  
Use Of Internet

From a business perspective, the Dot.Com debacle of the late 1990s and early 2000s reinforced the need for good business planning and strategising, a clear requirement to be flexible and capable of almost constant change, a need to focus on creating added value and sustainable competitive advantage through the use of innovative ideas, strategies and tools – and finally, it focused attention on learning to harness the opportunities and minimise the problems associated with doing business in an electronic age. The case study outlined in this paper looks at the “What”, “Why” and “How” of doing business electronically in a traditional Queensland-based agri-industry – the Peanut Industry. The investigation found that the use of internet-enabled business practices between members of the industry value chain is increasing rapidly and is gaining respect as a means of improving efficiencies and productivity. It also found that if an entity in the value chain begins to do business electronically, other companies in that chain will need to follow suit or risk being substituted. In the longer term, it is likely that the drive for electronically enabled business practices will come from the larger food processing organisations, not only on the premise of improved internal efficiencies, but also because of increasingly tough food safety and quality assurance requirements that are prompting the need for real time quality information and decision support for product tracking back to source. Finally, conclusions are drawn for Smart State initiatives and for ‘smart’ practices in agri-business.

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