Strategic Roadmapping Towards Industry 4.0 for Manufacturing SMEs

Verhulst, Elli; Brenden, Stine Fridtun

doi:10.1007/978-3-030-85902-2_1

Cited by 6 publications

(4 citation statements)

References 16 publications

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“…The SMEs are influencing by number of factors related to social, economic and environmental related challenges in Industry 4.0 practices while the implementing the digital manufacturing platforms. The study acknowledges the initial efforts in the digital transformation roadmap developments such as: (Akdil et al 2017;Alcácer et al 2021;Angreani et al 2020;Mittal, Khan, et al 2018;Schumacher et al 2019;Verhulst & Brenden 2021;Wagire, Joshi, et al 2020).…”

Section: Digital Roadmap Development For Smesmentioning

confidence: 97%

“…These goals can be short term goals or long-term goals. These all strategies are adopted in literature such as: (Verhulst & Brenden 2021) In this phase role of management is important to take effective decisions or release smart budgets to promote sustainability initiatives. Also, as discussed by (Enyoghasi & Badurdeen 2021) sustainability in Industry 4.0 can be at three level industries need to be clear about the type of sustainability they required in their business model.…”

Section: Digital Roadmap Development For Smesmentioning

confidence: 99%

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From Digital Transformation to Sustainability in SMEs: Opportunities for Net Zero Economy

Jamwal¹,

Agrawal²,

Sharma³

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

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Small and medium enterprises (SMEs) are major contributors in economy as well as employment of emerging markets. These SMEs can be categorized into service or manufacturing based industries. Manufacturing sector in SMEs are now being supported by large enterprises as well as many multi-national corporations for service deposition and their expertise in manufacturing of specialized goods. This is the reason these SMEs are now digitalizing their business models and expanded their market to global level. In this context, large enterprises are also providing Industry 4.0 based solutions to these SMEs to align them with their business models. However, these industries are also realizing the need to reduce environmental impacts of manufacturing by incorporating disruptive technologies i.e., additive manufacturing and IoT in their organizations which comes under Industry 4.0 umbrella. The studies in literature have highlighted the potential benefits of these technologies to improve economic performance but less attention have been paid towards the sustainability performance in terms of environmental and social benefits. To address this issue a theoretical framework for SMEs is proposed which can be used to enhance their environmental performance. The proposed framework is validated in the leading manufacturing SMEs which have incorporated the additive manufacturing operations in their organizations to reduce environmental impacts and improve economic performance. The study also highlights the role of disruptive technologies on the sustainability and discuss how these technologies can improve the economic and environmental performance. The findings indicated that disruptive technologies can improve the environmental performance and create a sustainability roadmap in the initial journey of Industry 4.0 practices for SMEs.

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Section: Digital Roadmap Development For Smesmentioning

confidence: 97%

Section: Digital Roadmap Development For Smesmentioning

confidence: 99%

From Digital Transformation to Sustainability in SMEs: Opportunities for Net Zero Economy

Jamwal¹,

Agrawal²,

Sharma³

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

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show abstract

“…The selection of these generic themes is based on a framework for effective development and implementation of energy management strategies [27]. These are combined with basic components from strategic roadmapping processes that focus on the current state, future ambitions and the road to get there [28]. The six themes structure and focus the interview on specific topics.…”

Section: Main Themesmentioning

confidence: 99%

A co-creative method for mapping and improving energy use and management in non-residential buildings

Verhulst

Pettersen

Junghans

et al. 2023

IOP Conf. Ser.: Earth Environ. Sci.

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The built environment has a significant role to play to support a transition towards sustainability. A critical point is the energy use and management of non-residential buildings, where the operational phase has been identified as the largest contributor to energy use over a building’s lifecycle. To achieve performance in line with ambitions, there is a strong need to address interactions between architecture, technology and the people who use and maintain non-residential buildings, and to foster collaboration between different stakeholders. This article introduces a co-creative method that offers the opportunity to gather insights on how energy management and use happen on a day-to-day basis in the building, as experienced by the different stakeholder groups. The main goals of the presented method are to gather insights into the perspectives of different stakeholder groups on a systemic level and to offer innovative ways to search for opportunities to improve the energy performance of the building. Stakeholders include users or tenants, building operators, facility managers, and building owners. The article presents the method, examples from user-testing in Norwegian school and office buildings and reflects on how co-creation principles can add value to improving energy use and management in non-residential buildings.

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“…The "strategy" driver helps the company's top management carry out its strategic planning in order to achieve sustainability through I4.0 (Luthra and Mangla, 2018). The "systemic vision" axis enables the identification and holistic analysis of the company's strengths and eventual economic, social, and environmental vulnerabilities (Verhulst and Brenden, 2021), while the "stakeholders" axis brings elements that strengthen the company's relationships with members of the value chain, with shareholders, with the internal public, and with society in general, by providing transparency regarding sustainable corporate initiatives (Satyro et al, 2021). In turn, the "governance" axis brings elements that help both in decision making in a reliable way and in monitoring the use of resources and carrying out activities focused on sustainability issues, contributing to the fulfillment of the company's goals (Pishdar et al, 2021).…”

Section: Imbalance Of Social Elementsmentioning

confidence: 99%