A Maturity Model for Logistics 4.0: An Empirical Analysis and a Roadmap for Future Research

Abstract

The adoption of Industry 4.0 technologies has become particularly important nowadays for companies in order to optimize their production processes and organizational structures. However, companies sometimes find it difficult to develop a strategic plan that innovates their current business model and develops an Industry 4.0 vision. To overcome the growing uncertainty and dissatisfaction in implementing Industry 4.0, new methods and tools that specifically address dedicated companies' areas, such as logistics, supply chain management, and manufacturing processes, were developed to provide guidance and support to align companies' business strategies and operations. In particular, this paper develops and presents the application of a maturity model for Logistics 4.0, focusing on the specific applications of Industry 4.0 in the area of logistics. To do so, extant maturity models, linked to the context of Industry 4.0 implementation in logistics processes, were examined in the main scientific research. Afterward, two companies have been investigated through a survey, built around three fundamental macro-aspects, named (i) the propensity of the company towards Industry 4.0 and Logistics 4.0, (ii) the current use of technologies in the logistics process, and (iii) the investments' level towards Industry 4.0 technologies for a Logistics 4.0 transition. By doing so, a maturity model for Logistics 4.0 emerged as the main result of our research, able to identify the level of maturity of companies in implementing the Industry 4.0 technologies in their logistics processes. Moreover, the model highlighted the strengths and weaknesses of the two investigated companies with respect to the transition towards Logistics 4.0. On the basis of the obtained results, a roadmap for enhancing the digitalization of logistics processes, according to the principles of the fourth industrial revolution, was finally proposed.Sustainability 2020, 12, 86 2 of 18 At the intersection of these three pillars lie organizational activities that have a positive effect on the environment and result both in long-term benefits and in an increased competitive ability. According to Strandhagen et al. [1], the sustainability development can be considered a crosscutting capability for individual companies, since it requires the entire company to change its way of thinking. Accordingly, sustainability is becoming an important element of business models that radically changes the way companies operate. Currently, there is an increasing attention toward the management of social and environmental impacts in business, which makes the integration with environmental, economic, and social issues an obvious choice to ensure the company's long-term stability and development.In addition, at a more operational level, it can be very important for companies to redesign their logistics processes in order to achieve specific sustainability targets [2]. On this point, Industry 4.0 technologies can effectively help to achieve the desired sustainability targets in the logistics ...

Smart Manufacturing Systems and Applied Industrial Technologies for a Sustainable Industry: A Systematic Literature Review

“…In fact, identifying the level of digital maturity represents a starting point to define strategies. However, although several maturity models have been proposed in the literature to assist organizations, there is no structured and universal model [53,54]. This means that on one hand, it is possible to measure the maturity of an organization; on the other hand, since a single standard is missing, a comparison is not possible.…”

Optimization of Green Fresh Food Logistics with Heterogeneous Fleet Vehicle Route Problem by Improved Genetic Algorithm

“…Strandhagen et al proposed the importance of maintaining sustainability and reducing negative impact on the environment in logistics 4.0 [11]; Boenzi et al evaluated the overall impact due to all energy-consumptive factors of the warehousing activities and provide the best logistic solutions with lower environmental impact [13]; Facchini et al built a maturity model for Logistics 4.0 focusing on the environmental factors [12]; and Facchini et al analyzed the optimal warehouse layout for agricultural and food collecting centers, and built an analytical model to minimize the travelling time of the goods from picking to delivery area with consideration of carbon footprint and sustainability [14].…”

“…Equation (8) indicates the calculation method of service time and customer point; Equation (9) indicates that the number of vehicles of a certain model participating in the distribution shall not exceed the total number of available vehicles of corresponding type in the distribution center; Equation (10) indicates that all vehicles start from the distribution center and return to the distribution center after the completion of the distribution; Equations (11) and (12) indicate that each customer point only can be served by one vehicle; Equation (13) indicates that vehicles shall not be overloaded.…”

“…Due to the need to control the temperature of the freezing chamber, the refrigeration consumes electric energy resulting in a higher cost [9]; moreover, the fuel consumption and the carbon emission of the vehicle in fresh food logistics are higher than those of the ordinary logistics [10], which will cause more damage to the environment. In Logistics 4.0, the sustainability and the pollution to the environment in the logistics are focused, restrictions in damages to environment may force companies to adjust their logistics operations [11,12]. Therefore, for fresh food logistics, not only the total distribution cost should be reduced, but also fuel consumption, refrigeration's energy consumption, and carbon emissions in distribution should be reduced to realize the green distribution.…”

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