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This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Article
Author(s)
Jorge Calvo
Full-Text PDF XML 1624 Views
DOI:10.17265/1537-1514/2017.08.004
Affiliation(s)
GLOBIS University Graduate School of Management, Tokyo, Japan
ABSTRACT
This paper, written in a
business case format, introduces Roland DG as an example of how a Japanese
company approaches the paradigm shift of Industry 4.0. The aim is to propose a conceptual
model: The SCM 4.0, under the general assumption that global high performers
must build efficient and agile value networks by taking advantage of emerging
technologies such as IoT, AI, and big data. Roland DG owns a digital production
cell system and is making strategic investments to build IT infrastructure to
manage in real time all global SCM end-to-end flows. The first step has been
the implementation of advanced global SI&OP and control tower systems, delivering
quick results. In this early stage of Industry 4.0, it is necessary to make the
differentiation of SCM 4.0 as a derivate of growth implicit to Industry 4.0 as
the main assumption. Global companies that want to maintain their high
performance and competitiveness in the future need to build efficient and agile
business networks with real-time digital information flows to take maximum
advantage of emerging technologies such as IoT and AI. Authors conclude that
there is a set of six key success factors that are a sine qua noncondition,
necessary but not sufficient.
KEYWORDS
Industry 4.0, supply chain management, Internet of Things, Artificial Intelligence, IT, business digitalization
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