scholarly journals Logistics Response to the Industry 4.0: the Physical Internet

2016 ◽  
Vol 6 (1) ◽  
Author(s):  
Marinko Maslarić ◽  
Svetlana Nikoličić ◽  
Dejan Mirčetić

Abstract Today’s mankind and all human activities are constantly changing and evolving in response to changes in technology, social and economic environments and climate. Those changes drive a “new” way of manufacturing industry. That novelty could be described as the organization of production processes based on technology and devices autonomously communicating with each other along the value chain. Decision-makers have to address this novelty (usually named as Industry 4.0) and try to develop appropriate information systems, physical facilities, and different kind of technologies capable of meeting the future needs of economy. As a consequence, there is a need for new paradigms of the way freight is move, store, realize, and supply through the world (logistics system). One of the proposed solutions is the Physical Internet, concept of open global logistics system which completely redefines current supply chain configuration, business models, and value-creation patterns.However, further detailed research on this topic is much needed. This paper aims to provide a balanced review of the variety of views considered among professionals in the field of Physical Internet with the final aim to identify the biggest challenges (technological, societal, business paradigm) of proposed new logistics paradigm as a practical solution in supporting Industry 4.0.

Author(s):  
Marco Cucculelli ◽  
Ivano Dileo ◽  
Marco Pini

AbstractWe examine whether the probability of innovating a company’s business model towards the Industry 4.0 paradigm is affected by external institutional support and family leadership. Industry 4.0 is the information-intensive transformation of global manufacturing enabled by Internet technologies aimed at reinventing products and services from design and engineering to manufacturing. Using a sample of 3000 firms from a corporate survey on the manufacturing industry in Italy, our results showed that family leadership has a significant positive influence on the adoption of Industry 4.0 business models, but only in terms of family ownership. By contrast, family management has a negative influence on the probability of adopting a new business model. However, this negative influence is almost totally offset by the presence of the Triple Helix, i.e. the external support by public institutions and universities, which counterbalances the lower propensity of family managers to adopt Industry 4.0 business models. This supporting role only occurs when institutions and universities act together.


Author(s):  
Savvas Papagiannidis

This chapter covers the concept of e-business models and how they relate to the music video and television environments. After identifying the value creation chain of music and video broadcasting to provide a context for the chapter, it assesses independent producers and aggregators of content, important new factors in the value chain of entertainment, as well as the various mechanisms through which content is reproduced. Following a comparison of the music and video/television business models, a case study is presented which exemplifies the reconfigured value chain presented herein. The background, development, and outputs of Current TV are presented in order to highlight the ultimate issue clarified in this chapter–that the changing nature of music, video, and television broadcasting markets combined with faster broadband connection–will continue to underpin radical changes in both music and television industries.


2021 ◽  
Vol 15 (3) ◽  
pp. 52-65
Author(s):  
Denis Klimanov ◽  
◽  
Olga Tretyak ◽  
Uri Goren ◽  
Timothy White ◽  
...  

Creating and developing innovative business models (BM) is currently one of the key success factors for contemporary business. Rapid complex changes in the world reemphasize the need to better understand how BM can be successfully innovated in different markets. The digital component of BM innovation comes under a special spotlight, using the example of a company within the pharmaceutical industry. In particular, this study demonstrates how BM innovation can be developed and implemented in practice within the pharmaceutical market, which accelerates its digital transformation to increase the value it brings to the healthcare systems around the world while sustaining the ongoing crisis. In order to do that, the current paper offers a framework for BM innovation that defines BM elements, BM innovation aspects, and BM innovation logic. The study covers six markets that represent different value creation systems and mechanisms. This paper demonstrates how technological innovations can be activated using managerial tools and insights and also how they can be combined into the holistic system based on the needs of the key value chain actors.


2021 ◽  
pp. 7-15
Author(s):  
О.В. Дударева ◽  
Д.Н. Дударев ◽  
Д.В. Аракчеев

Введение. Цифровизация экономики и, в частности, переход к умному производству или Индустрии 4.0, являются актуальным мировым трендом. Цифровизация экономики признана приоритетным направлением и в Российской Федерации. Трансформация производственной отрасли называется революцией именно потому, что изменения происходят не поверхностные, а радикальные: индустрия перестраивается сверху донизу. Путь этих преобразований привел к следующему технологическому рубежу, к формированию концепции Индустрии 4.0, которую также называют концепцией «Умного производства» (Smart Manufacturing). Данные и методы. Основные методы исследования — теоретические и практические методы, с помощью которых проводилось исследование: методы системного анализа, экономико-математические методы анализа информации, методы экспертных оценок, моделирования и прогнозирования. В статье использовались результаты исследований клуба лидеров цифрового производства, клуба производственников Сколково, компаний Solver, AUTODESK, Государственной корпорации Ростех и ряда других. Полученные результаты. В статье освещены концептуальные аспекты (теоретические и практические) перехода к умному производству в условиях цифровизации с целями повышения конкурентоспособности российских компаний через использование новых производственных технологий; формирования основы для разработки стратегии развития и повышения эффективности компаний; согласования с глобальными трендами Индустрии 4.0, действующими российскими стандартами и особенностями бизнеса; изменения культуры внедрения и работы с инновациями. Заключение. Представленные разработки позволяют сформировать ряд умозаключений по вопросам концепции и технологий умного производства, походов к цифровой трансформации бизнес-процессов, стратегий цифровизации и новых бизнес-моделей. Introduction. Digitalization of the economy and, in particular, the transition to smart manufacturing or Industry 4.0, is a current global trend. Digitalization of the economy is also recognized as a priority in the Russian Federation. The transformation of the manufacturing industry is called a revolution precisely because the changes are not superficial, but radical: the industry is being rebuilt from top to bottom. The path of these transformations led to the next technological milestone, the formation of the concept of Industry 4.0, which is also called the concept of "Smart manufacturing". Data and methods. The main research methods are theoretical and practical methods used to conduct the research: methods of system analysis, economic and mathematical methods of information analysis, methods of expert assessments, modeling and forecasting. The article uses the research results of the digital production leaders club, SKOLKOVO production workers club, Solver, AUTODESK, rostec State Corporation, and a number of others. Obtained result. The article deals with conceptual aspects (theoretical and practical) of the transition to smart production under conditions of digitalization with the objectives of improving the competitiveness of Russian companies through the use of new production technologies; forming the basis for strategy development and efficiency improvement; align with global trends of Industry 4.0, the existing Russian standards and business; culture change implementation and work with innovation. Conclusion. The presented developments allow us to form a number of conclusions on the concept and technologies of smart production, approaches to digital transformation of business processes, digitalization strategies and new business models.


2021 ◽  
Vol 11 (1) ◽  
pp. 815-829
Author(s):  
Taofeeq D. Moshood ◽  
Shahryar Sorooshian

Abstract The supply chains that make up the distribution networks are becoming more diverse as companies respond to global markets’ rigorous demands. Today, the immediate need for sustainable growth is to design, manufacture, and deliver the right product to experience drastic improvements in the right place, at the right price, and at the right time. As a massively distributed, integrated logistics infrastructure, a new “Physical Internet” (PI) model has been implemented to make the existing logistics structures more scalable and sustainable. This article discusses resource control in the PI’s modern supply chain and logistics systems while addressing the potential disruptions between the hubs during the transfer of goods. This article attempts to establish how companies will benefit from introducing the PI to optimise their strategic supply chain. This article used ATLAS.ti 9 automated tool to save, classify, and evaluate the data for this analysis to review the literature systematically. For PI, an increasing number of plans, blueprints, and requirements have been established. Still, minimal models are currently developed, explaining how the transformation from the strengthened logistics business models to the PI could occur. There is a lack of awareness of the necessary market structures that can include crucial players and allow the PI model to be embraced. Therefore, this research brings a new viewpoint on logistic operations through the PI idea, guarantees the present situation’s view, and presents a solution to the society–business–technology framework.


Sensors ◽  
2020 ◽  
Vol 20 (19) ◽  
pp. 5499
Author(s):  
Felipe S. Costa ◽  
Silvia M. Nassar ◽  
Sergio Gusmeroli ◽  
Ralph Schultz ◽  
André G. S. Conceição ◽  
...  

The Industry 4.0 paradigm, since its initial conception in Germany in 2011, has extended its scope and adoption to a broader set of technologies. It is being considered as the most vital mechanism in the production systems lifecycle. It is the key element in the digital transformation of manufacturing industry all over the world. This scenario imposes a set of major unprecedented challenges which require to be overcome. In order to enable integration in horizontal, vertical, and end-to-end formats, one of the most critical aspects of this digital transformation process consists of effectively coupling digital integrated service/products business models with additive manufacturing processes. This integration is based upon advanced AI-based tools for decentralized decision-making and for secure and trusted data sharing in the global value. This paper presents the FASTEN IIoT Platform, which targets to provide a flexible, configurable, and open solution. The platform acts as an interface between the shop floor and the industry 4.0 advanced applications and solutions. Examples of these efforts comprise management, forecasting, optimization, and simulation, by harmonizing the heterogeneous characteristics of the data sources involved while meeting real-time requirements.


Author(s):  
Luthfina Ariyani ◽  
Wati Hermawati ◽  
Trina Fizzanty ◽  
Ardanareswari Ayu Pitaloka ◽  
Andi Budiansyah

Industry 4.0 is a major change that occurs in the manufacturing industry where the application of internet-based technology and information technology is key in forming a value chain network. This study aims to explore the application of industry 4.0 in the perspective of technology adoption theory, with a qualitative approach to five garment companies in Indonesia. Application of Industry 4.0 is seen in two aspects, namely technology for production and management, and Technology-Organization-Environment (TOE) Framework is used as a reference in analysing the factors that influence companies in adopting industry 4.0. The results of this study indicated that Indonesian garment companies have done a considerable technological transformation into more sophisticated direction. Adoption of new production machines, improvement in software systems, and the new and improved construction of factories that lead to the use of more modern technology were conducted at firm level. However, in general there are no companies that completely deploy industry 4.0. Several factors were identified as the determinants to this adoption process; in the technological context it consists of benefits and costs consideration; in the organizational context, it includes management support and workforce competence; while in the environmental context it consists of the product life cycle, global competition, and government support.


2020 ◽  
Vol 10 (513) ◽  
pp. 384-391
Author(s):  
N. V. Proskurnina ◽  

The article is aimed at generalizing the theoretical and practical principles of transformation of business models of retail enterprises in the digitalization of the economy. The determinants of innovative transformation of retail business models are characterized, which allow, based on internal and external conditions, to critically rethink and adjust the basic principle by which value is created. The need to search for ideas of the latest business models of retail trade, on the basis of which enterprises will be able to be successful and grow rapidly in the conditions of digitalization, is proved. A scientific generalization and systematization of business models of value creation in both off-line and on-line channels is carried out. According to the model of Graf and Schneider, a value chain is defined, which is based on the following primary activities: supply (range, focused on demand); presentation of the product (photo of the product, listing, recommendations, text); marketing and sales (off-line marketing, on-line marketing, sales channels); executing sale and purchase (issue of check, payment methods, risk analysis); logistics (delivery of goods, management of return of goods); customer service (dialogue with the client in social networks, hot-line, chat, on-line self-service). These determinants in the course of value creation can be materialized on the basis of innovative approaches, through multichannel sales, use of brands, pricing management, integration of customers into various processes and shopper marketing (buying marketing), which allows to focus on the decision-making process from the first opinion of the consumer about the purchase of goods and further on, during making the choice. It is noted that the rapid response to changes, the proactive search for new ideas and high readiness for digitalization are triggers of the successful transformation of the business model of retailers in the digital revolution. As the main competencies at the retail enterprises the author defines innovation, digital intelligence and personalization, which must be adequately used to win the competition.


2019 ◽  
Vol 9 (2) ◽  
pp. 235-254
Author(s):  
Caterina Foà

Purpose The purpose of this paper is to investigate how online crowdfunding is strategically applied to artistic productions featuring strong social and cultural values, exploring potential and risks of networking value creation and community engagement. Mission-driven initiatives and their crowdfunding campaigns are analyzed through platform society framework (van Dijk, 2019), considering the business models and marketing strategies that support the scope and intentions of a variety of agents involved within the online networks. Design/methodology/approach A qualitative multiple case-study approach is adopted to sample and analyze in depth significant examples from the most representative crowdsponsoring platforms in Portugal. Agents’ perspectives and practices are collected through semi-structured interviews with campaign creators and platform managers, and complemented by the design of specific business model canvas (Osterwalder and Pigneur, 2010) adapted to crowdfunding projects. Communication strategies and social media marketing are considered, metering agent’s profile and comparing performance and online engagement through profile and official pages observation. Findings Main findings point out that a crowdfunding campaign requires to set up a specific business model and marketing strategy articulation that go beyond the traditional cultural enterprises differentiation criteria, hybridizing them through experience-led marketing logic, extended product conceptualization and a critical cultural entrepreneurship approach. Community engagement operations need to be structured and integrated through online and offline social networks activities, and the value creation is build through shared meaning construction and interpretation between creators and backers, with the support of others agents involved within crowdfunding value network. It also states that the conceptualization of crowdfunding phenomenon as a service ecosystem (Quero and Ventura, 2019) could be extended, to comprehend other actors and power position within intermediation processes, namely, social network and social media platforms corporations, online payments services, online users, legacy media entities and others stakeholders as matchfunding organizations and partners for products’ development and distribution. Research limitations/implications The research design could be improved by adding more quantitative and social analytics data or an international cases comparison to complete these preliminary results. Practical implications The findings could assist arts and media managers as well as cultural agents to adapt their strategies to emergent business and marketing models, strongly influenced by dominant barging positions in the value chain held by new digital intermediaries, and to better explore product levels to strengthen interactions and engagement with communities of interest and supporters for the creation of value. Social implications This paper contributes to elaborate a more accurate scientific knowledge and critical perspective about crowfunding system evolution, concerning both individual and collective agencies, and their implication for different types of agents and networked individuals between institutions (Dutton, 2009). Originality/value This study is unique, as it adopts a multidisciplinary approach and a comprehensive analysis of Portuguese crowdsponsoring phenomenon, and it offers a valid contribution to the analysis of crowdfunding as value-creation network.


2019 ◽  
Vol 11 (10) ◽  
pp. 2960 ◽  
Author(s):  
César Martínez-Olvera ◽  
Jaime Mora-Vargas

Industry 4.0 aims to ensure the future competitiveness of the manufacturing industry by providing Companies with the ability to react to rapid product changes and disturbances, efficiently and reliably, through re-configurability. In this paper, we explore the value creation process within Industry 4.0, with special emphasis on its relationship with mass customization and the sustainability issue. Based on the identified research gaps and opportunities derived from a literature review of relevant concepts, we propose the development of the Customer-Product-Process-Resource (CPPR) 4.0, a comprehensive framework that puts the value proposition-creation-capture cycle proper of an Industry 4.0 environment, in the context of a manufacturing organization’s customer-product-process-resources views. The usefulness of the proposed framework is exemplified by using it to derive system dynamics model of the mass customization paradigm. A discussion of the managerial implications of the obtained results for both the sustainability and the case of Small-to-Medium Enterprises (SMEs) is offered at the end of the paper.


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