Abstract:The so-called smart factory is a novel paradigm that is rapidly gaining ground in scenarios for factories of the future. Many manufacturing companies try to raise the level of smartness by considering a number of aspects related to the smart factory. However, there is a lack of field-oriented systematic research to help them fit the interest of industry for promoting interest and diffusion of smart factory. Moreover, it is still difficult to assess whether the vision of the future factory that incorporates information and communication technologies is implemented. Therefore, in this study, we propose a smartness assessment framework for smart factories which is based on the concept of operation management so as to be easy to make manufacturing companies to understand and apply. The framework is composed of evaluation criteria and sets the weightings of the criteria using analytic network processes. From a case study based on 20 small and medium-sized manufacturing enterprises, the effectiveness of the proposed framework has been verified.

No abstract

No abstract

PurposeThis paper aims to develop a multi‐criteria approach for determining business models in bottom‐of‐the‐pyramid (BOP) markets.Design/methodology/approachAnalytic network process (ANP) was employed to construct a decision‐making model of quantitative and qualitative factors relevant to BOP markets. Alternatives can be evaluated, respectively, and further business implications can be delivered to decision makers through continuous improvement of the model.FindingsANP is a tool that can address the interdependencies among decision elements and alternatives in the BOP markets. Moreover, it can be employed in structural analysis of the network of relationships among the selection criteria.Practical implicationsDecision makers can make more informed decisions by using the proposed approach, which is targeted toward BOP customers. This approach also overcomes the flaws of previous approaches.Social implicationsThe successful selection of business models for BOP markets can change how multinational companies think about BOP consumers, allowing the poor to be perceived as value‐demanding customers. In addition, if multinational companies create new local business models, the quality of life of the poor could be improved.Originality/valueThe consideration of interdependencies among the criteria relevant to the selection of successful business models in BOP markets is a novel conceptual contribution.

No abstract