Industry 4.0: Food supply chain, sustainability and servitization

Boccia, Flavio; Covino, Daniela; Pietro, Bruna Di

doi:10.3280/riss2019-001006

Cited by 9 publications

(18 citation statements)

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“…increased safety as dangerous jobs are replaced with knowledge-intensive tasks, and the closing of the material loop [49,64,65]. There are many business benefits with digital solutions and a study conducted by Opazo-Basáez et al [66] concludes that it is beneficial to have a digitalized service offering first, and then add a green service to that with the aim to offer a more sustainable solution, in comparison to having a green service stand alone.…”

Section: Number Of Articlesmentioning

confidence: 99%

“…Even if there are many benefits in adoptions of digitalization, there are also challenges that are not emphasized or even mentioned in some of the previous studies. Many of these challenges need to be solved before entering into a new business model, such as how to solve the ownership of data and their use, how to deal with the investment costs and, for smaller companies, how to compete with large companies that can invest in the new technology at a higher pace [65].…”

Section: Number Of Articlesmentioning

confidence: 99%

“…The review showed that there are several benefits for companies in adoptions of digitalization or application of digital service solutions, e.g., improved cost efficiency due to improved internal processes, new or increased revenue streams often based on PSS solutions, new risk management approaches with increased transparency by providing real-time data insights, reduced production costs, improved productivity, more detailed information about production cycles, coordinated operations, the enabling of resources allocation, optimized deliverables, improved product design, and attracted target customers. In addition to that, it opens up possibilities to better monitor and track products' activities during the complete life-cycle, optimize the product usage, upgrade the product, enhance renovation and end-of life activity, as well as to provide improved technical support with preventive maintenance [49,64,65]. Indirectly, sustainability benefits can be obtained from digitalization, such as improvements in efficiency and product design, extension of the product lifespan, predictive maintenance, manufacturing efficiencies through material flow management, increased safety as dangerous jobs are replaced with knowledge-intensive tasks, and the closing of the material loop [49,64,65].…”

Section: Number Of Articlesmentioning

confidence: 99%

“…In addition to that, it opens up possibilities to better monitor and track products' activities during the complete life-cycle, optimize the product usage, upgrade the product, enhance renovation and end-of life activity, as well as to provide improved technical support with preventive maintenance [49,64,65]. Indirectly, sustainability benefits can be obtained from digitalization, such as improvements in efficiency and product design, extension of the product lifespan, predictive maintenance, manufacturing efficiencies through material flow management, increased safety as dangerous jobs are replaced with knowledge-intensive tasks, and the closing of the material loop [49,64,65]. There are many business benefits with digital solutions and a study conducted by Opazo-Basáez et al [66] concludes that it is beneficial to have a digitalized service offering first, and then add a green service to that with the aim to offer a more sustainable solution, in comparison to having a green service stand alone.…”

Section: Number Of Articlesmentioning

confidence: 99%

“…Connections between digitalization, servitization, and sustainability, based on the literature review[48][49][50]52,53,55,57,[59][60][61][62][63][64][65][66][67].…”

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confidence: 99%

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The Need for New Product Development Capabilities from Digitalization, Sustainability, and Servitization Trends

2020

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Apparent from the latest pandemic, the dynamics and rate of change in society accelerate on a global scale. Ongoing mega-trends in society, such as digitalization, sustainability, and servitization, fundamentally changes the conditions for manufacturers when developing and providing new products. This study clarifies the combined impact and consequences on product development capabilities in manufacturing firms of the three mega-trends: (i) digitalization, (ii) sustainability, and (iii) servitization. The research is based on a pre-study, complemented with a semi-structured interview study at small, medium-sized, and large Swedish-based manufacturing companies, and a systematic literature review. The research makes evident that the main challenge is to empower engineers and development teams to model, present, evaluate, and develop expected and smart digitalized solutions in a time-limited environment and prioritize the most resource efficient and sustainable solution. Therefore, four complementary support resources are suggested: (i) a knowledge management platform, (ii) a data management platform, (iii) a set of criteria and metrics measuring progression, and (iv) support methods and tools to define, model, and evaluate solutions. When integrated into a digital platform, developers can simultaneously access and process the necessary information needed for sustainable, digitalized, and servitized solutions.

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Section: Number Of Articlesmentioning

confidence: 99%

Section: Number Of Articlesmentioning

confidence: 99%

Section: Number Of Articlesmentioning

confidence: 99%

Section: Number Of Articlesmentioning

confidence: 99%

“…Connections between digitalization, servitization, and sustainability, based on the literature review[48][49][50]52,53,55,57,[59][60][61][62][63][64][65][66][67].…”

mentioning

confidence: 99%

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The Need for New Product Development Capabilities from Digitalization, Sustainability, and Servitization Trends

2020

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How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

et al. 2021

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Disruption from the COVID-19 pandemic has caused major upheavals for manufacturing, and has severe implications for production networks, and the demand and supply chains underpinning manufacturing operations. This paper is the first of its kind to pull together research on both—the pandemic-related challenges and the management interventions in a manufacturing context. This systematic literature review reveals the frailty of supply chains and production networks in withstanding the pressures of lockdowns and other safety protocols, including product and workforce shortages. These, altogether, have led to closed facilities, reduced capacities, increased costs, and severe economic uncertainty for manufacturing businesses. In managing these challenges and stabilising their operations, manufacturers are urgently intervening by—investing in digital technologies, undertaking resource redistribution and repurposing, regionalizing and localizing, servitizing, and targeting policies that can help them survive in this altered economy. Based on holistic analysis of these challenges and interventions, this review proposes an extensive research agenda for future studies to pursue.

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Why do companies integrate products and services? Linking decision-makers’ personality traits and decision-making logics

Coreynen,

Vanderstraeten,

van Hugten

et al. 2024

JSTP

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PurposeDespite the increasing attention given to product-service integration (PSI), little is known about this innovation strategy from a key decision-maker’s perspective. To address this gap, our study draws from personality psychology and decision-making (DM) logics theory to better understand why and how companies’ decision-makers strategize for PSI.Design/methodology/approachUsing an abductive, empirics-first approach, we identify the study’s theoretical building blocks, followed by an exploratory quantitative analysis to generate new theory. We propose a fit-as-mediation conceptual framework suggesting that (1) specific personality traits [i.e. honesty-humility (H), emotionality (E), extraversion (X), agreeableness (A), conscientiousness (C) and openness to experience (O) (HEXACO)] make decision-makers more likely to include PSI in their company’s strategy and (2) depending on their personality, they apply different DM logics (i.e. causation or effectuation) to do so. To empirically examine this, we use data from 289 SMEs’ decision-makers.FindingsWe report several meaningful relationships among our key theoretical constructs. For instance, we find that conscientious decision-makers are more likely to develop a PSI strategy via causation, whereas extravert decision-makers are more likely to do so via both causation and effectuation.Originality/valueThis service study is the first to apply the well-established HEXACO Personality Inventory to companies’ key decision-makers. Moreover, it contributes to the microfoundations of PSI strategy and DM logic theories.

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Industry 4.0: Food supply chain, sustainability and servitization

Cited by 9 publications

References 0 publications

The Need for New Product Development Capabilities from Digitalization, Sustainability, and Servitization Trends

The Need for New Product Development Capabilities from Digitalization, Sustainability, and Servitization Trends

How is COVID-19 altering the manufacturing landscape? A literature review of imminent challenges and management interventions

Why do companies integrate products and services? Linking decision-makers’ personality traits and decision-making logics

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