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Sub-Themes > Track 6: Engineering, Technology, Supply Chain and Knowledge Management in the Era of DigitalizationEngineering, Technology, Supply Chain and Knowledge Management in the Era of DigitalizationConvenors/Track chairs:
Affiliated Journal: Special Issue for International Journal of Manufacturing Technology and Management Description: Traditionally engineering has been the discipline that was responsible for the development and design of innovative and functional physical artefacts and the necessary technological processes to produce them. Hereby, engineering has always laid the foundation of a society’s prosperity. Nowadays, the game is about to change: new information and communication technologies lead to new technological opportunities, to new challenges and to new players on the market-side. Products are merely differentiated by software, rather than hardware functionality, business models are based on data driven processes and services and customers are increasingly interested in being involved in design and production processes. Therefore, digitalization (or digital transformation) and Industry 4.0 will have enormous impacts on the way products are designed, produced, delivered and used. These disruptive technologies will transform production and business models in almost every industry globally. The products that consumers demand, factory processes, carbon footprints and the management of supply chains will be reshaped to an unprecedented degree and at an unprecedented pace. Work content, work organization, working conditions, qualification profiles will change. At the same time digitalization provides opportunities to cope with the lack of specialists, with the change in values, with increased market dynamics and requirements for resource efficiency. As a consequence, enterprises, especially in the industry sector, need the ability to master those challenges and opportunities by developing and realizing appropriate strategies that cover not only operational resp. functional capabilities but that also need to consider some basic and dynamic capabilities as well as underlying culture. Industry 4.0 creates an intelligent industry that is coined as ’Smart‘. A smart factory is a flexible system that can self-optimize performance across a wide network, self-adapt to and learn from new conditions in real or near-real time, and autonomously run entire production processes. The benefits of Smart factories extend beyond physical production of goods and into functions such as planning, supply chain logistics, and even product development. Therefore, smart factories will impact greatly on the way products are designed, produced, delivered and used. In addition, as the costs of adopting technology decrease, international differentials in employment costs will no longer be a factor in choosing the location of production. Business leaders will need to understand the changing environment and innovate appropriately. In the respective conference track the subject of digitalization will be illuminated from different perspectives, whereas especially interdisciplinary and holistic (i.e. covering humans, technology and organization) approaches should be highlighted. We welcome concrete approaches for solving the digital transformation, based on a case study approach just as methods or general framework that could provide guidelines for the digital transformation. We further encourage contributions that include the following subjects:
References: Vaidya, S.; Ambad, P.; Bhosle, S. (2018). Industry 4.0 – A Glimpse. Procedia Manufacturing 20, pp. 233-238. Pereira, A.C.; Romero, F. (2017). A review of the meanings and the implications of the Industry 4.0 concept. Procedia Manufacturing 13, pp. 1206-1214. Ibarra, D.; Ganzarain, J.; Igartua, J.I. (2018). Business model innovation through Industry 4.0: A review. Procedia Manufacturing 22, pp. 4-10. Stock, T.; Seliger, G. (2016). Opportunities for Sustainable Manufacturing in Industry 4.0. Procedia CIRP 40, pp. 536-541. Qin, J.; Liu, Y.; Grosvenor, R. (2016). A Categorical Framework of Manufacturing for Industry 4.0 and Bayond. Procedia CIRP 52, pp. 173-178. Dalenogare, L.S.; Benitez, G.B.; Ayala, N.F. (2018). The expected contribution of Industry 4.0 technologies for industrial performance. International Journal of Production Economics 204, pp. 383-394. Romero, D.; Stahre, J.; Wuest, T.; Noran, O.; Bernus, P.; Fast-Berlund, A.; Gorecky, D. (2016). Towards an operator 4.0 typology: A human-centric perspective on the fourth industrial revolution technologies. CIE Proceedings. Ruppert, T.; Jaskó, S.; Holczinger, T.; Abonyi, J. (2018). Enabling technologies for Operator 4.0: A Survey. Applied Sciences 8, 1650. Romero, D.; Wuest, T.; Stahre, J.; Gorecky, D. (2017). Social Factory Architecture: Social Networking Services and Production Scenarios Through the Social Internet of Things, Services and People for the Social Operator 4.0. In: Lödding H., Riedel R., Thoben KD., von Cieminski G., Kiritsis D. (eds) Advances in Production Management Systems. The Path to Intelligent, Collaborative and Sustainable Manufacturing. APMS 2017. IFIP Advances in Information and Communication Technology, vol 513. Springer, Cham. Schwab, K. (2015) The Fourth Industrial Revolution. What it means and how to respond. Snapshot, December 12, 2015. Duarte, S & Cruz-Machado, V. (2017). An investigation of lean and green supply chain in the Industry 4.0. Proceedigns of the 2017 International Conference on Industrial Engineering and Operations Management (IEOM) Bristol, UK, July 24-25, 2017. Lechmacher, W., Betti, F., & Beecher (2017). Impact of the Fourth Industrial Revolution on Supply Chains. System Initiative on Shaping the Future of Production. World Economic Forum. DHL Supply Chain. |
