Application of Industry 4.0 in the Procurement Processes of Supply Chains: A Systematic Literature Review

The fourth industrial revolution has significantly changed the traditional way of managing supply chains. The applications of Industry 4.0 (I4.0) technologies such as the Internet of Things (IoT) and Artificial Intelligence (AI) in different processes of supply chains have assisted companies to improve their performance. Procurement can be considered a critical process in supply chain management since it can provide novel opportunities for supply chains to improve their efficiency and effectiveness. However, I4.0 applications can be costly and may not be reasonably affordable. Therefore, the benefits of implementing these technologies should be clarified for procurement managers before investing in the digitalization of the procurement process. Despite the importance of this issue, few papers have attempted to address the effects of I4.0 technologies and smart systems in procurement. To fill this gap, a Systematic Literature Review (SLR) on the applications of I4.0 technologies in procurement has been used in this study. By reviewing 70 papers through appropriate keywords, a conceptual framework is developed to classify different value propositions provided by the different applications of I4.0 technologies in procurement processes. Results reveal nine value propositions that can provide a better understanding for the procurement department to analyze the benefits of implementing the related I4.0 technologies in different activities. Finally, findings and future study opportunities are concluded

Utilization of Legal Education Digitalization for Village Heads in Empowering Village Owned Enterprises

Most of Indonesia's population lives in rural areas, for this reason it is necessary to prioritize development to improve public services and the village economy in order to form individuals and communities to become self-reliant. One of the government's efforts is to implement a village digitization program. Digitalization through the use of this technology really needs to be implemented on a micro-scale development located in rural areas such as village-owned enterprises. The research method used is descriptive research. The results of the study show that digitalization of legal education has a very crucial role for the village head in empowering Village-Owned Enterprises (BUMDes), one of which will increase sufficient capacity and knowledge so that they can properly run and empower BUMDes. In addition to technical skills such as accounting and managerial skills, character-deepening training is also needed in order to produce honest and trustworthy BUMDes staff managers. BUMDes specifically cannot be equated with legal entities such as limited liability companies or cooperatives. in conclusion, the status of BUMDes after the issuance of Law Number 11 of 2020 concerning Job Creation, namely as a New Entity Legal Entity whose position is equivalent to BUMN at the national level and BUMD at the regional level

A Systematic Review of the Integration of Industry 4.0 with Quality-related Operational Excellence Methodologies

This study examines the common themes for integrating Industry 4.0 with quality-related Operational Excellence methodologies to provide a comprehensive overview of ‘what’ and ‘how’ to combine them in an initial integration process. In addition, the gaps in the present literature are aggregated, and a research plan for the future is proposed. The study is based on a systematic review of 37 papers published in academic journals between 2015 and 2021. Unlike previous reviews, this study concentrates on the ‘what’ and ‘how’ level of Total Quality Management, Lean Six Sigma, and Business Process Management as quality-related Operational Excellence methodologies integrated with Industry 4.0 to provide a practical perspective when executing their integration and implementation. Findings indicate a strong technical and data-driven integration focus across the three themes. Furthermore, modes of action as moderators of success were derived as initial variables to be included in quality-driven Industry 4.0 transitions. Identifying gaps in the present literature and defining a research agenda centred on operational principles opens up opportunities for future study with significant practical value

Maximising opportunities using mobile apps: an exploratory factor analysis of service sector micro and small enterprises in Nigeria

With the fourth Industrial Revolution highlighting the increased importance of the service sector, this research sought to understand how mobile apps influence the dynamic capabilities of service sector micro and small enterprises (MSEs) in Lagos, Nigeria. The study analysed data from 388 service sector MSEs in Lagos, using exploratory factor analysis. Five factors were extracted through the maximum likelihood extraction method: mobile app usage, absorptive capability, opportunity-sensing ability, opportunity-shaping ability and opportunity-seizing ability. The resultant model suggests that mobile app usage barely increases the absorptive capability of MSEs; rather, mobile app usage strongly influences the ability to seize opportunities. In addition, absorptive capability has a strong impact on the ability to shape opportunities. The result implies that mobile app usage by service sector MSEs in Lagos deviates from the conventional views on the micro-foundations of the dynamic capability framework, which argues that sensed opportunities are first analysed (shaped) before deploying resources towards their maximisation. These findings suggest that the service sector MSEs in Lagos seldom scrutinise opportunities before deploying resources to seize them. This study contributes to information system (IS) knowledge by revealing a contextual model for investigating the use of mobile apps in service sector MSEs. It also extends IS literature on how mobile apps help MSEs to exploit business opportunities in Lagos, Nigeria. These findings can probably be generalised to other developing countries

A data-driven MADM model for personnel selection and improvement

Personnel selection and human resource improvement are characteristically multiple-attribute decision-making (MADM) problems. Previously developed MADM models have principally depended on experts’ judgements as input for the derivation of solutions. However, the subjectivity of the experts’ experience can have a negative influence on this type of decision-making process. With the arrival of today’s data-based decision-making environment, we develop a data-driven MADM model, which integrates machine learning and MADM methods, to help managers select personnel more objectively and to support their competency improvement. First, RST, a machining learning tool, is applied to obtain the initial influential significance-relation matrix from real assessment data. Subsequently, the DANP method is used to derive an influential significance-network relation map and influential weights from the initial matrix. Finally, the PROMETHEE-AS method is applied to assess the gap between the aspiration and current levels for every candidate. An example was carried out using performance data with evaluation attributes obtained from the human resource department of a Chinese food company. The results revealed that the data-driven MADM model could enable human resource managers to resolve the issues of personnel selection and improvement simultaneously, and can actually be applied in the era of big data analytics in the future. First published online 15 May 202

Industry 4.0 : the role of HR professionals

Abstract: Orientation: Organisations are at the forefront of Industry 4.0 and employees are witnessing the changes it brings. Research purpose: The objective of the study was to explore the role of Human Resource (HR) professionals in navigating industry 4.0. Motivation for the study: There is scant scientific research on the role of HR professionals in industry 4.0 within the South African context, although there are workshops and seminars in the field. Research design, approach and method: A qualitative research approach followed a case study design within an interpretivist research paradigm. We interviewed a purposive sample of 12 HR professionals (mean age = 43, six men and six women). Semi-structured interviews were conducted to capture perceptions of HR professionals and a thematic analysis was used to extract themes and sub-themes. Main findings: Seven prominent themes emerged, namely industry 4.0 practices in organisations, industry 4.0 and HR strategy, developing 4.0 competencies, HR 4.0 competencies, HR’s role in industry 4.0, challenges of 4.0 and 4.0 opportunities. From the main themes, sub-themes were identified, revealing that HR professionals need to assume roles as strategic business partners and talent managers, necessitating HR competencies such as creative innovator, change agent, strategic partner, and people enablement to take advantage of the opportunities of industry 4.0 and mitigate the associated challenges. Practical implications and contribution: HR professionals can use the findings as a basis for considering their role in industry 4.0. We propose a preliminary holistic model for navigating industry 4.0. It is suggested that future research may use this study as a point of departure within the South African context

Tradition and Innovation in Construction Project Management

This book is a reprint of the Special Issue 'Tradition and Innovation in Construction Project Management' that was published in the journal Buildings

Integrating Socio-Digital Skills in the Industry 4.0 era for graduates' employability: An employers’ perspective

The technological changes brought by the fourth industrial revolutions heavily impacted business environments and created a perfect storm in the employment market, prompting a need to explore the implications of changes in job demands and skills requirements. The debate remains to focus on graduate skills and employability, increasingly robust competition with experienced and skilful workers, changing skills due to technological changes. Identification of integration of skills is both essential and difficult. Considering that Industry 4.0 is still in Malaysia's early stage, this research intends to elucidate the exact integration of skills in the Industry 4.0 environment. This research adopts a qualitative methodology to explore the employment trend in the Industry 4.0 landscape. A qualitative research method is adopted, considering economies and labour-market experts do not yet know the exact mix or level of skills that particular occupations will demand. The findings revealed that employers value fresh graduates’ effort to integrate social and digital skills, leading to greater employability opportunities. The graduates must be able to coherent narrative shows to influence and convince the employer that they possess the right integration of skills to fit the organisation's culture and goals. Future job demands allow graduates to gain employability and compete with experienced candidates in a digital environment. What sets the graduates apart and gives them a competitive advantage is constructing strong socio-digital skills. The graduates must be able to coherent narrative shows to influence and convince the employer that they possess the right integration of skills to fit the organisation's culture and goals

Retos de la gestión del talento humano en la industria 4.0

Las grandes transformaciones de los ambientes industriales derivadas de la cuarta revolución industrial, también denominada industria 4.0, han implicado un manejo estratégico. El objetivo de esta investigación es analizar los retos de las nuevas empresas para visualizar la sintonía entre el crecimiento tecnológico y el talento humano. Para el efecto se empleó una metodología analítica y sistémica que dio las pautas para analizar el contexto real de trabajo sobre el tema en las bases de datos Web of Science y Scopus. También se hizo vigilancia tecnológica mediante el software de minería de datos VantagePoint. Se evidenció que con la llegada de esta nueva revolución industrial ocurren cambios drásticos en los perfiles de los trabajos, las competencias y la selección del personal que repercuten directamente en la creación de habilidades para adaptar las nuevas tecnologías. Por otra parte, se invita a analizar las implicaciones de llevar la gestión de personas de la teoría a la práctica y a discutir las diferentes problemáticas para el proceso de adaptación en el ámbito mundial

Strategic sustainable development of Industry 4.0 through the lens of social responsibility: The role of human resource practices

Research on sustainable development is significantly influenced by the trade-off between the economic, social and environmental performance of businesses. Industry 4.0 development is a key business priority due to the promise of exponential increase in productivity, time efficiencies and cost reduction. However, Industry 4.0 development has been slow. Notably, human actors remain central to Industry 4.0, while the social responsibility component of sustainable development is a key prerogative for industry, championed through the UN sustainable development goals and European Commission. Therefore, we evaluate human-related impediments for Industry 4.0 and critically explore how human resource management (HRM) can overcome these barriers using a socially responsible orientation. First, we analyse the human-related challenges to Industry 4.0 through a thematic literature review. Thereafter, through an integrative literature review of different research streams (Industry 4.0, HRM and social responsibility), we critically argue novel perspectives on how human resource practices can enable sustainable development of Industry 4.0 in a socially responsible manner. Herein, we address a crucial literature gap. Our findings reveal numerous people-related barriers, including change resistance, digital skills gap, employment threats widening socio-economic inequalities, lack of industry-wide collaboration, leadership and organisational culture challenges. We show that HRM can be a crucial enabler for sustainable Industry 4.0 development through socially responsible human resource practices. These include strategic multistakeholder collaborations, holistic talent management, change leadership, inclusive knowledge sharing, sponsoring education research and codesigning curricula, smart technology for upskilling and retention and rewarding inclusive Industry 4.0 ideas. We conclude with future research directions