Acting in concert leads to success: how to implement Industry 4.0 effectively across companies

Abstract

PurposeThe purpose of the study is to shed light on how to implement Industry 4.0 effectively across companies in buyer–supplier relationships.Design/methodology/approachThe study follows an exploratory research design and analyzes qualitative empirical data of eight case companies from the German automotive industry. The data are inductively categorized to uncover patterns and structures in a qualitative content analysis, whereupon a deeper data structure is developed.FindingsThe research reveals that a comprehensive implementation approach is required to pave the way for digitalized and interconnected supply chains. Several challenges occur during the implementation, such as system heterogeneity and resource scarcity. Prerequisites and fundamentals for a successful implementation include a vision and strategy, management involvement, and sufficient resources. Lastly, indications on how to conduct the implementations were found.Research limitations/implicationsThe study is based on an exploratory methodology, analyzing data from the German automotive industry. The methodology entails some limitations, and caution must be given when transferring the results to different industries and national contexts. Future studies could complement the findings by studying different contexts and including further supply chain levels.Practical implicationsManagers and practitioners can study the recurring themes in the implementation approaches and the best practices and subsequently learn from the experiences. This knowledge could aid to shape the strategy of companies accordingly.Originality/valueThe study empirically sheds light on the Industry 4.0 implementation approach across companies in buyer–supplier relationships and helps to understand the success factors and underlying mechanisms.

Digitalization and artificial knowledge for accountability in SCM: a systematic literature review

“…Since the pandemic, business strategy development has focused on coping with external changes by reducing risk components. Indeed, the pandemic crisis has brought attention to resilience issues (Das et al, 2022), with scholars calling for new research on resilience theory in the SCM context (Veile, 2022). AI includes the corpus of knowledge allowing machines to behave in intelligent human-like manners (Bawack et al, 2021); hence, AI can generate positive impacts on the agility, resilience and performance of a supply chain (Dubey et al, 2022).…”

“…Indeed, the pandemic crisis has brought attention to resilience issues (Das et al. , 2022), with scholars calling for new research on resilience theory in the SCM context (Veile, 2022). AI includes the corpus of knowledge allowing machines to behave in intelligent human-like manners (Bawack et al.…”

Management accounting and control, supply chain resilience and healthcare performance under disruptive impact

“…Abrupt and catastrophic changes in the business environment were generated by the crisis impacting and disrupting supply chain (SC) operations in terms of complexity, scale, severity and duration (Alam et al, 2022). Indeed, attention to resilience issues has been brought by the pandemic crisis (Das et al, 2022), with scholars calling for new research on the resilience theory in the supply chain management (SCM) context (Veile, 2022;Vaio et al, 2023). Although pandemics have been identified as a threat to SCs in past literature, they are classified as having a low probability; thus, research discussing resilient practices and strategies in healthcare contexts is scarce (Scala and Lindsay, 2021;Araujo et al, 2023).…”

“…Indeed, attention to resilience issues has been brought by the pandemic crisis (Das et al. , 2022), with scholars calling for new research on the resilience theory in the supply chain management (SCM) context (Veile, 2022; Vaio et al. , 2023).…”