Proceedings,16th

Proceedings,16th IFAC
IFAC Symposium
Symposium on on
Information
Information Control
Proceedings,16th
Control Problems
IFAC in
in Manufacturing
Symposium
Problems on
Available online at www.sciencedirect.com
Manufacturing
Proceedings,16th IFAC
Proceedings,16th IFAC Symposium
Symposium on
on
Bergamo,
Bergamo, Italy,
Information June
Control
Italy, 11-13,
11-13, 2018
JuneProblems in Manufacturing
2018
Information
Information Control
Control Problems in Manufacturing
Bergamo, Italy, JuneProblems in Manufacturing
11-13, 2018
Bergamo, Italy,
Bergamo, Italy, June
June 11-13,
11-13, 2018
2018
ScienceDirect
IFAC PapersOnLine 51-11 (2018) 1371–1378
Food
Food industry
industry digitalization:
digitalization: fromfrom challenges
challenges and and trends
trends to to opportunities
opportunities and and
Food industry
Food industry digitalization:
industry digitalization:
digitalization: fromfrom challenges
fromsolutions
challenges and
and trends
trends to
to opportunities
opportunities and
and
Food challenges
solutions and trends to opportunities and
Melissa Demartini*, Claudia Pinna**, Flavio solutions
solutions
Tonelli*, Sergio Terzi**, Cinzia Sansone***, Chiara Testa****
solutions
Melissa Demartini*, Claudia Pinna**, Flavio Tonelli*, Sergio Terzi**, Cinzia Sansone***, Chiara Testa****
Melissa Demartini*, Claudia Pinna**, Flavio Tonelli*, Sergio Terzi**, Cinzia Sansone***, Chiara Testa****
Melissa Demartini*,
Melissa Demartini*, Claudia Claudia Pinna**,
Pinna**, Flavio Flavio Tonelli*,
Tonelli*, Sergio
Sergio Terzi**,
Terzi**, CinziaCinzia Sansone***,
Sansone***, Chiara Chiara Testa****
Testa****
*DIME
*DIME -- Department
Department of of Mechanical
Mechanical Engineering,
Engineering, Energetics,
Energetics, Management
Management and and Transportation,
Transportation, PolytechnicPolytechnic School, School,
*DIME
University
*DIME -- Department
of Genoa,
Department of
ITALY
of Mechanical
(Tel:
Mechanical +39 Engineering,
010 3532888;
Engineering, Energetics,
e-mail:
Energetics, Management and
melissa.demartini@dime.unige.it,
Management and Transportation,
Transportation, Polytechnic
flavio.tonelli@unige.it).
Polytechnic School,
University
*DIME - Department
University
of
of
Genoa,
Genoa,
ITALY
ITALY
(Tel:
of Mechanical
(Tel:
+39
+39
010 3532888;
Engineering,
010 3532888;
e-mail:
Energetics,
e-mail:
melissa.demartini@dime.unige.it,
Management and Transportation,
melissa.demartini@dime.unige.it, Polytechnic School,
flavio.tonelli@unige.it).
flavio.tonelli@unige.it). School,
**
** Politecnico
University
Politecnico of di Milano,
Genoa,
di Milano, ITALYDepartment
(Tel:
Department +39 of
of010Management,
3532888;
Management, Economics
e-mail:
Economics and Industrial Engineering
melissa.demartini@dime.unige.it,
and Industrial Engineering Piazza Piazza Leonardo
Leonardo da
flavio.tonelli@unige.it). da Vinci,
Vinci,
**University
Politecnico of Genoa,
di Milano, ITALY (Tel:
Department +39 of010 3532888;
Management, e-mail:
Economicsmelissa.demartini@dime.unige.it,
and Industrial Engineering flavio.tonelli@unige.it).
Piazza Leonardo da Vinci,
Vinci,
** Politecnico
Politecnico di di Milano,
Milano, Department
Department of 20133,
of Management,
Management, Milan,
20133, Milan, Italy
Economics (e-mail:
and Industrial
Italy (e-mail: Industrial Engineering
Engineering Piazza Piazza Leonardo
Leonardo da da
** 20133, Economics
Milan, Italy and
(e-mail: Vinci,
claudia.pinna@polimi.it,
20133, Milan,
claudia.pinna@polimi.it, sergio.terzi@polimi.it)
Milan, Italy
Italy (e-mail:
sergio.terzi@polimi.it)
20133,
claudia.pinna@polimi.it, (e-mail:
sergio.terzi@polimi.it)
***
*** Department
Department of of Industrial
Industrial Engineering and
and Management,
claudia.pinna@polimi.it,
Engineering School
School of of Engineering,
Engineering, Jönköping
sergio.terzi@polimi.it)
Management,sergio.terzi@polimi.it) Jönköping University,
University, Jönköping,
Jönköping,
*** Department
Department of of Industrial
Industrial Engineering claudia.pinna@polimi.it,
Engineering and and Management,
Management, School of of Engineering,
Engineering, Jönköping
Jönköping University,
University, Jönköping,
Jönköping,
*** Sweden
Sweden School
*** Department of Industrial Engineering and Management, Sweden School of Engineering, Jönköping University, Jönköping,
**** Siemens Italy S.p.A.,
**** Siemens Italy S.p.A., Via Enrico Via Enrico
Sweden Melen 83, 16152, Genova, Italy
**** Siemens Italy S.p.A., Via SwedenMelen
Enrico Melen
83, 16152, Genova, Italy
83, 16152, Genova, Italy
****
**** Siemens Italy S.p.A., Via Enrico Melen 83,
Siemens Italy S.p.A., Via Enrico Melen 83, 16152,
16152, Genova,
Genova, Italy Italy
Abstract:
Abstract: Over the last years, manufacturing companies have to face several challenges, mainly
Over the last years, manufacturing companies have to face several challenges, mainly relatedrelated
Abstract:
to the
Abstract:
to the Over
volatility
Over
volatility the
of
the
of last
the
last
the years,
demand
years,
demand manufacturing
and to
manufacturing
and to the
the companies
continuously
companies
continuously have
changing
have
changing to
to face
face several
requirements,
several
requirements, challenges,
both
challenges,
both from
from mainly
the
mainly
the related
customers
related
customers
Abstract:
to the Over of
volatility thethelastdemand
years, manufacturing
and to the companieschanging
continuously have to requirements,
face several challenges,
both from mainly
the related
customers
and
to
and the suppliers.
volatility
suppliers. In
of
In thethe
the meantime,
demand
meantime, and to new
the
new technological
continuously
technological roadmaps
changing
roadmaps and
requirements,
and suggested
both
suggested frominterventions
the customers
interventions in
in
to
and the volatility
suppliers. of
In thethedemand
meantime, and to the
new continuously
technological changing
roadmaps requirements,
and both
suggested from the customers
interventions in
manufacturing
and suppliers.
manufacturing systems
In
systems the have
have been
meantime,
been implemented.
new
implemented. These
technological
These solutions
roadmaps
solutions aim
aim to
and
to exploit the
suggested
exploit the high
high innovation
interventions
innovation and
andin
and suppliers. systems
manufacturing In thehave meantime, new technological roadmaps and suggested interventions in
economic
economic potential
manufacturing
manufacturing systems
potential
systems have been
resulting
resulting
have been
been
from
from implemented.
the
the continuing
implemented.
implemented.
These
continuing
These
solutions
These impact
solutions
impact
solutions ofaim
of aim
aim
to
to exploit
rapidly
rapidly
to exploit the
the high
advancing
advancing
exploit the high
innovation
innovation and
highinformation
information
innovation and
and
economic
communication
communication
economic potential
potential resulting
technology
technology
resulting (ICT)
(ICT) from
from in the
the continuing
in industry.
industry. This
This paper
continuing impact
paper
impact of
of rapidly
explores
explores these
rapidly advancing
these topics
topics
advancing focusing
focusinginformation
on
on the
information the foodand
food
and
economic
communication potential resulting
technology (ICT) from in the continuing
industry. This impact
paper of
explores rapidly
these advancing
topics focusinginformation
on the and
food
sector.
communication
sector. Indeed, companies
technology
Indeed, companies belonging
(ICT)
belonging in to this
industry.
toindustry. industry
This
this industry are facing
paper
are facing global
explores
globalthese challenges,
these topics
challenges, which
focusing
which can
can on be
on
be metmet
the with
food
with
communication
sector. Indeed, technology
companies (ICT)
belonging in to this (IT). This
industry paper explores topics focusing the food
the
the support
sector.
sector. support of
of the
Indeed,
Indeed, the information
companies
information
companies
technologies
belonging
technologies
belonging to
to this (IT).
this (IT). Theare
The
industry
industry are
are
facing
overall
facing
overall
facing
global
goal of
of this
global
goal
global
challenges,
study
study is
challenges,
this
challenges, is to
towhich
help can
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which
which foodbe
food
can
can be met
companies
met with
met with
companies
becompanies with
the
toward
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of the
digitalization,
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digitalization, information
with
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(IT). on
onThe
The theoverall
design
theoverall goal
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andofof this
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manufacturing
study
manufacturing is
is to
to help food
processes.
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From the
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toward support of the
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and of this study
manufacturing is to help food
processes. companies
From the
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© 2018, IFAC
Keywords: Food in order
in order
(International
design, to test
to food and
testFederation
and validate
validate
industry, offoodthe contents’
themanufacturing,
contents’
Automatic framework.
framework.
Control) Hosting by
Industry 4.0,Elsevier
PLM Ltd. All rights reserved.
food.
Keywords: Food design, food industry, food manufacturing, Industry 4.0, PLM food.
Keywords:
Keywords: Food design, food industry, food manufacturing, Industry 4.0, PLM food.
Keywords: Food Food design,
design, foodfood industry,
industry, food food manufacturing,
manufacturing, Industry
Industry 4.0, 4.0, PLMPLM food.
food.
industry,
industry, which is considered one
which is considered one of of thethe most
most important
important
1.
1. INTRODUCTION
INTRODUCTION industry, which is considered one of the most important
sector
industry, of
sector of the the
which current
currentis economy.
considered
economy. Indeed, Indeed,
one of it is
the
itthe especially
most
is especially in
in this
important
this
1.
1. INTRODUCTION industry, which is considered one of most important
In recent years, 1. INTRODUCTION
INTRODUCTION
manufacturing companies have been faced sector
segment
sector
segment of
of the
that
the
that current
is
current
is clear
cleareconomy.
an
economy.
an Indeed,
increasing
Indeed,
increasing it
level
it
level is
is especially
of variability
especially
of variabilityin
in this
in
this
in
In recent years, manufacturing companies have been faced sector segment of the
that current
is cleareconomy.
an Indeed,
increasing it
level is especially
of variabilityin this
in
In recent
various years,
challenges manufacturing
related to companies
volatile demand have and been faced
changing terms
segment
terms of
ofthat demand,
is
demand,clear an volume,
increasing
volume, process,
level
process, of manufacturing
variability
manufacturing in
In
In recent
various years,
years, manufacturing
recentchallenges related to volatile
manufacturing companies
companies demand have
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changing
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is clear anvolume, increasing level of manufacturing
variability in
various
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requirements
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related to
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andThis changing
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food segment customer
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as (Burger et
suppliers.et This al.
This 2017). food
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2017). food
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chain (Burger interventions
et al. in
2017). food
met segment
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on can
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level
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suggested (Burger interventions
et al. 2017). in food met segment is facing peculiar global challenges that acan be
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2008).
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currently
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types
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and
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able to
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must be more flexible (Hozdić 2015) than in the past. The new systematic analysis of core characteristics has been
overall goal of this study is helping food companies in the proposed to enrich them with recent academic and
digitalization process evolution and transition, with a focus practitioner developments. This organization of the papers
on the design and manufacturing phases, improving value provided a summary of the recent state of the art about the
chains over all phases of product’s lifecycle. Internal and digitalization in the food industry.
external factors, which drive the implementation of Industry
4.0 in the food sector, need to be identified. The study 2.1 First evidence
outcome contributes on the identification and prioritization of
different steps toward an Industry 4.0 implementation in the As mentioned earlier, first analysis used separately different
food industry context. The research methodology is based on keywords. In the figure and table below is it possible to see
data collection through questionnaire, interviews and focus
the search results:
groups provided by Siemens expertise. The paper is
structured as follow: Section 2 introduces a literature review
with the aim of highlight the state of the art regarding the
implementation of Industry 4.0 principles within the food
industry. Section 3 describes the methodological approach
used for identifying the external and internal conditions in
order to realize the digitalization of the food industry; Section
4 provides an in-depth analysis of the aforementioned
principles through a case study. Finally, Section 5 outlines
the contribution of the paper to both the scientific body of
knowledge and the practical world, mentions limitations of
the research, and proposes paths for further investigation of
the topic.

2. LITERATURE REVIEW
In order to understand the current level of digitalization in the
food sector, a literature review was conducted. The literature Fig. 1. Food sector digitalization from the literature point of
review has been performed following three main steps: (i) view
identify the keywords and the right combination; (ii) choose a
source database; (iii) analyse the results. Starting from the It is possible to notice that the most cited combination of
first step, two groups of keywords have been chosen and keywords is the pair “Factory of the future” & ”Food”. This
applied to retrieve the articles of interest. The first group may be related to the level of dissemination and knowledge
consists of the following keywords: “Digital factory”, of the word “Factory of the future” than the others. Now it is
“Digital enterprise”, “Factory of the future”, “Industry 4.0”, necessary to understand if this keyword is used with the
“Smart manufacturing” while the second one is composed by meaning of “digitalization” or not.
the following: “Food industry”, “Food sector”, “Food”. Each
keyword of the first group was then combined in the search
with one of the second group, in order to expand the research
results as much as possible. The searches were done
separately for each keyword applied to the journals’ abstracts,
title and keywords in each specific search engine.
Furthermore, concerning the second step of the research, two
different abstract and citation databases of peer-reviewed
literature have been selected: Scopus and ScienceDirect. In
this regard after removing duplicates 30 articles have been
collected, and carefully read the abstracts of these articles to
assess criteria for relevance and exclude articles that used
those words in another semantic way. After evaluation of the
abstracts, 18 studies remained in the final selection of
articles, the excluded one were “out of topic”. Those articles
were considered as interesting because of their relevance on
the topics under analysis. In particular the main criteria used Fig. 2. Number of publication per year
for the selection was related to the affinity with the topic
treated, and therefore only those articles addressing the As it is possible to infer from the graph, the number of
digitalization in the food sector (both for the design and for publications concerning this topic start growing from the
the manufacturing phase) were selected as part of the final 2007 (when there is the first peak) and reached its maximum
sample. The collected papers were systematized in terms of in the last two years (2015 and 2016). It is also important to
names of the authors, year of publication, journal title, highlight the presence of a second peak, in 2013 when the
objective, approach and characteristics. During the third step, meaning of industry 4.0 was fully widespread on the market.

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Analysing the papers, 14 different trends have been found. As
shown in the graph below, the most used keywords are
“sustainability” and “robotics”. Furthermore, 2015 and 2016
are the years with most publication and (especially in 2016)
with the maximum number of topics addressed.
Fig. 3. Digitalization trends in food industry
In conclusion, it is possible to claim that the topic of the
digitalization in the food sector starts to be studied in-depth
over the last two years, with the common keyword associated
“Factory of the future” & “Food”. Furthermore, the current
digitalization trends that characterize the food sector could be
recognized as “Sustainability”, “Robotics” and “Internet of
Things”. Nevertheless, it must be said the fact that over 30
articles identified, only 18 were considered aligned with the
topic under investigation could mean a lack of knowledge of
this topic from the scientific literature point of view. This
lack could derive from the fact that food industry is
traditionally regarded as a sector with low research intensity
(Christensen, Rama, and Von Tunzelmann 1996; Martinez
and Briz 2000). Therefore, it could be said that food
companies are slower to adopt digital technologies. Starting
from that, this paper has the aim to fill this gap by proposing
a conceptual model in order to helping food companies
toward digitalization.
3. RESEARCH METHODOLOGY
Case Study (Yin 2003) is used as a research methodology.
Furthermore, Manufacturing Value Modelling Methodology
(MVMM) (Tonelli et al. 2016) has been utilized as a basic
tool to evaluate the current state of a food company with
respect to digitalization process. The case study concerns one
of the main Italian food manufacturers. Its products are
produced, distributed and sold around the world and it is the
Italian leader in this sector. It is an international group with
sales in more than 100 countries. The company has 42
production sites, 14 in Italy and 28 abroad, which produce
more than 1,800,000 tons of food products every year. A
world leader in pasta and ready to use sauces in continental
Europe, bakery products in Italy and crisp bread in
Scandinavia, the products are recognized worldwide as firm
family favorites. The company has various industrial plants
placed in different countries. In this case study we looked
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into a production plant situated in Italy. In our research, we
focus on this specific company because: i) it is the leader in
the Italian market; ii) it has a large global market share; iii)
seeks continuous improvements and iv) it has an excellent
record in safety and quality of the products. A semi-
structured questionnaire has been developed and submitted to
managers belonging to the R&D and manufacturing company
functions (characterizing the reference panel). To this
concern, in order to develop each questionnaire section,
interviews and focus groups have been conducted to Siemens
industrial managers experts on food sector. The structure of
the questionnaire follows the main steps of the model, which
refers to the identification of: i) External impact factors:
Trends; ii) Internal impact factor: Implications and
Opportunities and iii) Solutions: Capabilities and
Technologies. Each of these steps will be described in the
following, reminding that the boundaries of the research are
the design and the manufacturing phases. For this reason,
each finding of the different model steps has been analysed
for both the phases. Results of the first case study have been
described and, thanks to the identified connections between
factors belonging to each model steps, some food
digitalization research paths have been defined.
3.1 Manufacturing Value Modelling Methodology (MVMM)
As said in the previous paragraph, the MVMM is used for
identifying which factors, external and internal, have an
impact on the use of Industry 4.0 techniques for the food
sector. The MVMM has three constituting blocks. The first is
concerned with the definition of the external impact factors
(Trends), which represent the external view. This component
describes the specific environment in which company works,
Trends are the changes/pressure from the business
environment that make necessary a company go through new
ways of managing its business in order to maintain its value.
The second is concerned with the identification of internal
impact factors (Implications and Opportunities), which are
used to analyse internal process, strategies and goals of the
food company. Implications and Opportunities allow
identifying how the company could respond to external
trends. Finally, the third block concerned “Capabilities and
Technologies” which are the essential practices and tools that
the company needs in order to positively respond to take
advantages of the changes. According to the hierarchical
structure of the MVMM it is possible to identify pressure and
challenges that have an impact on the company environment.
And starting from these trends, define capabilities, relevant
practices and tools that are essential for driving food
companies in the digitalization process. Especially at this
point it necessary to highlight again that these objectives
highly depend on the specific scenario under study, however
a set of general objectives for the food industry are provided
as a starting point for the assessment with the company. The
goal is to offer the first set of objectives that can be discussed
with the company and to sharpen the understanding in order
to add more scenario specific objectives that follow the same
structure and definition.
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3.1.1 External impact factors: Trends life cycle phases focusing on the Begging of Life (BOL) [19]:
design and manufacturing.
The external view represents Trends, as shown in Table 1
where manufacturing challenges that have an impact on the Table 2. Internal impact factors: implications
manufacturing environment are reported. This section gives a Internal Impact Factors: Implications Phase
background on the challenges associated with the food sector.
Trends focus on: direction the industry is currently taking and Adoption of a global and standard solution and homogeneous Design/Manufacturing
key change occurring in the industry. KPIs
Comply with regulatory constraints Design/Manufacturing
Ensure job safety and employees wellbeing Manufacturing
Paperless Factory Design/Manufacturing
Table 1. External impact factors: trends
Planet footprint and waste reduction Design/Manufacturing
External Impact Description Process traceability Design/Manufacturing
Factors: Trends Reduce costs and improve production performance Design/Manufacturing
Paperless Factory Design/Manufacturing
Environmental Environmental sustainability refers to consuming natural
sustainability resources at a rate below the natural regeneration or to consuming
a substitute, generating limited emissions and not being engaged
in activities that can degrade the ecosystem (Longori and 3.1.3 Internal impact factors: Opportunities
Cagliano 2014)
Focus on health Education, healthy living and inclusion accelerate. Lifestyles that
and wellness support “living well within the limits of one planet” are necessary
(DiPlazza et al. 2010)
As mentioned before Opportunities, as Implications, are used
Food safety and The food sector has led to several changes and has made food to describe the internal process of a company and allow
quality excellence safety one of the main priorities of its policy agenda (Lehmann, identifying: i) response by the company to address an
Reiche, and Schiefer 2012)
Safety is defined as the condition of being safe from undergoing Opportunity or risk resulting from the Implication and ii)
or causing hurt, injury or loss (Mish et al. 1990). The assurance of action taken to capture an opportunity or reduce a risk. Table
food safety is a guarantee that the food is safe from causing harm.
Quality, on the other hand, is not an absolute and is defined as
3 shows opportunities for the food sector. Also, in this case,
meeting agreed-upon requirements. The assurance of quality is a contents are analysed with respect to the product life cycle
guarantee that agreed-upon specifications have been met. phases focusing on the design and manufacturing.
(Holleran, Bredahl, and Zaibet 1999)
Globalization vs The trend of globalization has changed the ways of providing
localization customers with products and therefore also the objects that are
analyzed, be it the company, the manufacturing network, or the Table 3. Internal impact factors: opportunities
supply chain (Rudberg and Olhager 2003)
Internal Impact Factors: Opportunities Phase
Market The global industry is currently facing a growing increase in the
competitiveness competitiveness that forces companies to adopt and develop new
strategies and methods of production. (Azevedo and Almeida Automate data collection and reduce paperwork Design/Manufacturing
2011)
Enable smooth collaboration between R&D, laboratory and Design/Manufacturing
Price pressure of Over the past year, the prices of industrial raw materials have production
raw materials surged to all-time highs on global
Ensure efficient operator guidance all along the process Design/Manufacturing
markets. As these raw materials are important inputs into the
production process (Lehmann et al. 2012) Global Specification Management Design
Product portfolio A new trend is the mass personalization. Products are produced Implement Data Visibility at Enterprise level Design/Manufacturing
diversification under the framework of mass customization and include a Improve production performance and share best practices Design/Manufacturing
distinctive feature associated with the consumers such as Job Safety and Employees wellbeing monitoring Manufacturing
labelling the consumers name on the products (Chen et al. 2015) Minimize Garbage Production Design/Manufacturing
Regulatory From a regulatory or consumer point of view quality refers to the
constraints basic objective requirements under Optimize capacity thanks to better use of available resources Design/Manufacturing
the existing laws to assure that foods are safe, not contaminated
Safety of Devices and Procedure Monitoring Manufacturing
or adulterated or fraudulently represented.
Food quality and safety requirements are neither optional nor Send recipes and quality operative information on products Design/Manufacturing
negotiable (Lehmann et al. 2012)
Social Social sustainability refers to actively supporting the preservation
Sustainability and creation of skills as well as the capabilities of future
generations, promoting health and supporting equal and 3.1.4 Solutions: Capabilities and Technologies
democratic treatments that allow for good quality of life both
inside and outside of the company context (Longori and Cagliano
2014)
Solutions allow identifying best practice, capability and
technologies which supports realizing the Opportunities.
3.1.2 Internal impact factors: Implications
Table 4 shows for each Solution the related description in
terms of process improvement and the associated
The internal influence factors are used to represent goals and technologies. The key and representative technologies
strategies of the manufacturing company. Different internal selected for food sector digitalization are: Cyber-physical
influence factors could be identified as Implications and Production Systems (CPPS); Industrial Internet of Things
Opportunities. Implications describe the business impact on (IIoT); Cloud Manufacturing (CM); Big Data Analytics;
company driven by the Trends and allow stating how the Hologram and Additive Manufacturing.
trends are affecting the company strategy. Finally, the aim of
this step is to set up a goal system that should identify the
Cyber-physical Production Systems (CPPS): CPPS is a key
important areas, which have to be addressed. Table 2 shows
technology for realizing Smart Manufacturing, and it is being
Implications for the digitalization of the food sector,
studied in close relationship with such technologies as:
furthermore contents are analysed with respect to the product

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Plug and produce: The concept follows a product-centric first appearance occurred in the early 80s (Sisca et al. 2016)
approach, product instances steer their own production; hence and characterized by a layer upon layer production based
there is no need for central coordination. Production systems directly from Computer-Aided Design (CAD) data. Since its
are composed of intelligent production units that are able to inception, AM has demonstrated a disruptive potential to
configure themselves, requiring only a minimum of develop new business paradigms, customized products and
engineering effort at this level. Smart products: One of the more reactive and agile supply chains (Abbink 2015).
basic ideas behind Industry 4.0 is to endow products and Recently, several researchers and practitioners have followed
components with embedded systems capable of collecting the idea that even the food sector can use the peculiarities
and communicating data and networking with each other. To offered by the technology (e.g. geometry freedom, multi-
this end, it is necessary to develop chips and microprocessors material) (Godoi, Prakash, and Bhandari 2016), (Godoi et al.
as well as embedded systems. These components allow, for 2016). Moreover, specific sectors may receive turning
example (Abramowicz 2015): i) Configuration data to be contribution from Additive Manufacturing Technologies
stored on a component so the start-up of machinery and (AMT) and, most likely, will be the engines for the
production equipment is accelerated, rendering manual developing of AMT in food applications (e.g. space and
configuration steps unnecessary and ii) Runtime data, for defense) (Pinna, Ramundo, et al. 2016). In order to support
example from operation, to be stored on the component, thus these technologies toward the company digitalization process,
improving the product or using the data for predictive it is interesting to investigate the role of the Product Lifecycle
maintenance. Industrial Internet of Things (IIoT): Industrial Management (PLM) solution. In fact, PLM solution allow
Internet of Things is the industrial or the manufacturing keeping information consistent and together, make teams
version of the Internet of Things. It can be seen as a work globally, facilitate new product ideas, product portfolio,
systematic expansion of automation and a progressive allow the simplification of packaging and recipe
improvement of how machines communicate to each other at specifications, managing manufacturing planning and supply
the manufacturing sites. IIoT mainly relates to human-object chain information (Pinna, Taisch, and Terzi 2016). Such
interaction. This helps users to track the sequel of events and solutions make it possible for food companies to accelerate
activities as and when they occur. These devices also give innovation, increase profits from product introductions,
users the opportunity to monitor and control their devices reduce risks, and ultimately drive competitive advantage
from a distance (Almada-Lobo 2016). Cloud manufacturing (Terzi et al. 2010).
(CM): Cloud manufacturing (CM) is the cloud computing
technology that is applied to the manufacturing area. Cloud Table 4. Solutions: Capabilities and Technologies
Manufacturing is a customer-centric manufacturing model
that exploits on-demand access to a shared collection of Opportuniti Solutions Process improvements
es
diversified and distributed manufacturing resources to form
temporary and reconfigurable production lines that enhance
efficiency, reduce product lifecycle costs, and allow for
optimal resource loading in response to variable-demand Automate Big Data IIoT Data Data and data
data Analytics collection flow integrity
customer generated tasking (Almada-Lobo 2016). Big Data collection and statistical across ERP,
Analytics: Big data generally means a data set that is and reduce process MES and
paperwork control Automation
inappropriate to be used by traditional data process methods Systems
due to their wide range, complex structure, and size. Enable CPPS Cloud It emphasizes It aims at
Therefore, technical and special systems, and methodologies, smooth Manufacturing the establishing a
collaboratio collaboration culture and
such as analysis, capture, data curation, search, sharing, n between and environment,
storage, transfer, visualization, and information privacy, are R&D, communicati where
laboratory on of both building,
required to perform predictive analytics, extract value from and software testing, and
data, and seldom to a particular size of data set, among production developers releasing
and software can
others. The realization of Smart Manufacturing requires information happen
effective visualization, analysis, and sharing of various data technology rapidly,
arising from product development and manufacturing system (IT) frequently,
and more
engineering processes to manufacturing sites to be utilized reliably
for predictions and modeling (Niesen et al. 2016). Hologram: Ensure Hologram Plant Human error
efficient (AR,VR) personnel is reduction
Hologram is one of the visualization methods along with VR operator guided
(Virtual Reality) and AR (Augmented Reality). Augmented- guidance all intuitively
reality-based systems can support a variety of services, such along the enabling a
process simplified
as selecting parts in a warehouse and sending repair operation
instructions over mobile devices. VR applications have been sequence
execution
well reported in virtual prototyping, web-based virtual Global CPPS Cloud Formula Reduces cost
machining, assembly, fault diagnosis and learning, and specification Manufacturing management of regulatory
various types of manufacturing operations. The main management compliance
Implement Cloud Big Data Enterprise Managing
applications of VR and AR are in (Mourtzis et al. 2016): i) data Manufactur Analytics data analytics plant
robotics; ii) factory layout and iii) maintenance. Additive visibility at ing (Manufacturing priorities,
enterprise Intelligence) constrains
Manufacturing: AM refers to a group of technologies, whose level and conflicts

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Improve CPPS Big Data Data Performance Environmental competitiveness: which contains Trends as
production Analytics collection monitoring
performance (Manufacturing and statistical and Market competitiveness, Globalization vs Localization and
and share Intelligence) process consistent Environmental Sustainability.
best control reporting at
practices all levels
Job safety Hologram Big Data Consistent Human error
and (AR,VR) Analytics reporting at reduction
employees (Manufacturing all levels
wellbeing Intelligence)
monitoring
Minimize Big Data Additive Collect data Minimization
garbage Analytics Manufacturing from the field of waste
production (Manufactu production
ring through the
Intelligence application of
) the AM
technology
and the
reduction of
the number
of processing
stages
Optimize CPPS Additive Production Time and
capacity Manufacturing order cost savings,
thanks to scheduling reducing
better use of administratio
available n, errors,
resources scrap and
rework
Safety of IIoT CPPS Integration Monitor
devices and between equipment
procedure primary and performance
monitoring secondary
production
order
execution
Send recipes CPPS Integration Integrated
and quality between quality
operative primary and Fig. 5. Case study assessment
information secondary
on products production
order The company is committed to carrying out company
execution activities in full respect of the environment and human
4. FINDINGS: AN EMPIRICAL RESEARCH health. Furthermore, the price for raw materials, energy and
water are growing increasingly volatile (Taticchi, Tonelli,
In this section, an application of the MVMM to a real case is and Pasqualino 2013). The company wants to optimize its
presented. As previously stated, the case study has been sustainability practices in order to be less exposed to these
accomplished on a real industrial plant for the realization of swings;
the practical aspects of the food industry digitalization
presented in this paper. Basing on the MVMM model, a Social sustainability: which contains the namesake Trend, is
schedule with semi-structured interviews have been a primary objective for the company, in fact, being aware of
submitted to the R&D and manufacturing company social and ethical responsibilities towards the communities
managers. Figure 5 reports the results of the assessment. where it operates and from which it draws resources is
Starting from the company answers, it is possible to essential.
categorize these contents into three main clusters, which Analysing the answers given by the company interviewed, it
describe the company aim for pursuing digitalization. At this is possible to detect its particular focus and interest on the
point, it is important to highlight that these main groups “Environmental competitiveness” cluster. This fact was also
aren’t globally valid, but they are generated by the company- confirmed by the company itself. Indeed, in order to travel
specific answers. The identified clusters are: the digitalization path, the company decided to bet on the
Quality, safety and regulatory constraints: which contains following trends: “environmental sustainability”,
Trends in Food safety and quality excellence and Regulatory “globalization vs localization” and “market competitiveness”.
constraints, that is a top priority for the company. The fast The company objective is to digitalize its design and
development of technology, combined with increased global manufacturing processes in order to improve its value and to
competition and more stringent customer demands put strong be more competitive on the market. To reach these
pressures on the company to improve the quality of its objectives, one main implication has been detected: “Planet
products and processes. Besides, the food industry is a footprint and waste reduction”. Indeed, from the company
complex system in which regulations become a critical and point of view, in the current period, the company
essential point in order to allow the company to compete in competitiveness depends mostly on the sustainable factor
different countries; (Tonelli 2013) both from the planet footprint and on the
waste reduction, keeping in mind the lean thinking principles.
In conclusion, three opportunities have been identified,

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helping to satisfy the implication defined. The opportunities
mapped are: “Automate data collection and reduce
paperwork”, “Ensure efficient operator guidance all along the
process” and “Improve production performance and share
best practices”. Starting from these considerations, the
technologies enabling the digitalization process are:
Big data analytics, IIoT (for Automate data collection and
reduce paperwork) can help the company use resources in a
more environmentally responsible manner, improve their
sourcing decisions, and implement circular-economy
solutions in the food chain. Indeed, these technologies could
allow monitoring quality, efficiency and traceability. It means
there is the possibility to trace a food product back along its
entire chain of production, from farmer’s field to supermarket
shelf. Therefore, the technology could be used to provide
consumers with a guarantee of a product’s environmental
credentials.
Hologram (for Ensure efficient operator guidance all along
the process), VR has been used in creating product design as
it provides very intuitive interaction with the designers in
terms of visualization and the interfacing with downstream
processes (Nee and Ong 2013). Besides, AR application can
be used for maintenance activities, in fact, suitable
collaboration tools should be provided to allow remote
experts to create AR-based instructions to assist on-site
technicians who may need assistance.
CPPS (smart product), Big data analytics (for Improve
production performance and share best practices): Production
processes in the CPPS based on smart products are self-
organized, cooperative, and decentralized (Demartini et al.
2017). For this scope, products are smart, they maintain
information about their Bill of material (BOM) or Recipe and
Bill of process (BOP). The materials of the products’ BoM /
Recipe use this information to steer their own production and
step-wise transformation towards concrete product instances
or product batches. The notion of products steering their own
production also transfers to continuous production. In fact,
control is needed only in case of exceptional situations and
explicit human intervention like emergency shutdown,
responses to severe alarms, maintenance in which operators
can be supported by AR applications.
Following the analysis, in the near future, the company
decides to work towards the implementation of Data
analytics. However, the long-term strategy includes the
implementation of a pilot project based on the CPPS smart
product.
5. CONCLUSIONS AND FUTURE DEVELOPMENTS
The purpose of this paper is to investigate the state of the art
of the digitalization process in the food industry. For this
reason, a literature review has been conducted. In the
literature, the digitalization in the food sector started to gain
relevance only during the last two years. It seems that this
topic is still new and more research need to be conducted.
This lack of research is the starting point of this paper. This
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paper proposed a conceptual model that supports food
companies toward digitalization. The methodology used to
conduct the research is the Manufacturing Value Modeling
Methodology (MVMM), the whole structure allows
identifying the external impact factor and internal strategy
that drive the digitalization process. In this context, through
the performed literature review and interviews conducted
with Siemens industrial managers, a framework for the
digitalization process in the food industry has been
developed. On completion of the aforementioned framework,
a list of enabling technologies has been discussed, they
represent the technological solutions for the specific food
issues highlighted by the framework. Finally, a case study
has been accomplished in order to test and validate the
contents’ framework. There are some limitations to the
framework, the model is largely qualitative, it does not allow
for detailed quantitative analysis. Besides, it needs to be
validated with more real case in order to verify and improve
it. More tests are planned to further understand the
applicability of the tool in different contexts. Finally, it is
evident that this area still requires significant investigations,
the framework provided could help and guide food industry
to the digitalization process.
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