A framework of justification criteria for advanced manufacturing technology implementation in small and medium enterprises

Today in order to stay in businesses and prosper, Small and Medium Enterprises (SMEs) are seeking higher electiveness and competitiveness across the entire cycle of marketing, product design, manufacture, test and sales. SMEs play an increasingly important role in all aspects of competitiveness: both products and production techniques, but also management methods, the organization of the firm and human resources training. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of Advanced Manufacturing Technology (AMT). An increasing number of them have chosen and are choosing various levels of AMT as the solution. Realizing the importance of SMEs, an attempt has been made in this paper to review the application of AMT in SMEs. Also, a framework has been offered for the implementation of AMT in SMEs. Finally, a summary of findings and conclusions are presented

From Ownership to Service-oriented Business Models: A Survey in Capital Goods Companies and a PSS Typology

AbstractThe evolution of capital goods companies towards a “service-oriented” business model is challenging and requires fundamental changes in the company. Main aims of this study, that is a part of a large research project, are to understand how business models of companies that operate in capital goods sector are configured and to identify different PSS types that can help companies to better understand the shifting toward a service-oriented business model. To achieve these results, we developed a framework, based on the Canvas model and carried out an exploratory survey among 95 European companies to understand the relevant issues that characterize business model configuration in servitization context

Studies in Trade and Investment: The Development Impact of Information Technology in Trade Facilitation

It is important to lay out a framework for understanding how trade facilitation (TF) affects the movement of goods, and where information (IT) fits in. This relationship, in turn, sets the stage for locating small and medium-sized enterprises (SMEs) in international transactions. There is an increasing amount of substantial literature on TF and equally wide knowledge of IT. While it is not the intent of this chapter to survey these materials, to the extent that they are relevant to the following discussion, they will be referred to appropriately. Section A of this chapter elaborates on TF and the wide range of instruments that have been used and analyzed while section B details some actual experiences in the use of IT in TF. Section C examines small and medium-sized enterprises and IT in TF. Section D summarizes this chapter and considers the implications for inclusive growth.Trade facilitation, ICT, IT, SMEs,

A legacy handbook for manufacturing

Legacy Handbook reviewing emda's experience of manufacturing activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area

Selective Industrial and Trade Policies in Developing Countries: Theoretical and Empirical Issues

This paper analyses the case for selective industrial and trade policies in Africa, drawing upon the lessons of East Asia. It reviews the theoretical arguments for government intervention in the context of technological learning, and relates this to the new environment of rapid technical change and globalisation of production. It also considers the risks of government failure in mounting selective policies, and concludes that the degree of selectivity has to be much less than in East Asia. The case for selective policies nevertheless remains strong, if Africa is to make any industrial progress.

Industry 4.0 creating a buzz in western hemisphere: But watch out for China pulling into the fast lane

Industry 4.0 is a subject with global implications. Essentially, the concept comes down to the reorganisation and automation of value chains. If successfully implemented, industry 4.0 sets out to revolutionise the way goods and services are created and distributed, reshaping the industrial landscape on a national and global scale. Thus, China is determined to seize the opportunities of the digital evolution. Chinas government actively promotes the transformation towards an innovation-led growth model through large policy programs. The scope of funding for seven Strategic Emerging Industries is placed in the Five-Year-Plan. Thus, the government unveiled its “Made in China 2025” program. Here, China is considered the most mature adopter of industry 4.0 worldwide. Aside from world leaders such as Huawei and ZTE, myriads of Chinese small and medium enterprises create an updated version of German Mittelstand for Far East. Notwithstanding, the rank and file of China’s companies did still not embrace the benefits of previous industrial stages. The country is and will remain highly heterogeneous. Therefore, industry 4.0 is realised locally and in an evolutionary fashion. Overall, China’s implementation of industry 4.0 is still in its infancy. Nevertheless, by managing to extrapolate the momentum, China is pulling into the fast lane

National strategies for technology adoption in the industrial sector: Lessons of recent experience in the developing regions

human development, technology

Ensuring American Manufacturing Leadership Through Next-Generation Supply Chains

Suppliers now account for 50-70 percent of a typical manufacturer’s final production value. How U.S. manufacturers manage their supply chains has been the key to offshoring production and will be the key to rebuilding a robust manufacturing sector. Traditional purchasing practices, in which buying decisions are based on the lowest unit cost with acceptable quality and delivery, drove much of the shift to Asian suppliers. As Asian capabilities progressed, a more diverse range of products were imported from Asia, mostly China. Some U.S. suppliers responded by building production facilities or contracting production in China, while others, unable to compete, failed. The number of U.S. manufacturing establishments, 292,825 in 2015, has declined by more than 41,000 since 2005. A growing number of U.S. manufacturers, however, have recognized that this model of supply chain management does not provide a sustainable competitive advantage. If their products are made in the same factories as those of their competitors, product differentiation too often has become superficial. Regaining a competitive edge requires a different approach to managing suppliers, one in which the total supply chain is managed to maximize value. Suppliers are treated as partners, contributing design and engineering ideas. Manufacturing capacity, production planning, and delivery schedules are closely coordinated. Rather than a strict focus on low unit price, broader considerations of cost, flexibility, consistency, and risk minimization—collectively known as Total Cost of Ownership—drives purchasing decisions, at least for high-value parts and components. Many specific tools and techniques for building strong supplier partnerships have been created, and could be more widely used with appropriate training and information sharing.National Science Foundation, Grant No. 1552534https://deepblue.lib.umich.edu/bitstream/2027.42/145153/1/SupplyChainReport_Digital_FINAL_reduced.pdfDescription of SupplyChainReport_Digital_FINAL_reduced.pdf : Repor