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Industry 4.0 and the Supply Chain Management: A Conceptual Review

Author:

Md.Byzed Ahmed Rony

Independent Researcher
Department of Marketing
Begum Rokeya University,Rangpur, Bangladesh
E-mail:mdbyzedahmed@gmail.com
Abstract:

Purpose: This study is typically descriptive and covers secondary-based data—the aim is to review the
conception of Industry 4.0 and Supply chain management in the contemporary context. Purposively, the
study conducted the congeniality flow focusing on industry 4.0 and Supply Chain Management
understanding.

Approach: The descriptive study focuses on the secondary data from published articles and books—
websites, social data, etc. The analysis type and presentation of the interpretation possess the form of a
way of covering the study's objectives purposively—all the analysis processes focusing on the aim of the
study are descriptive.

Findings: In this study, Industry 4.0 and supply chain management are the two components of the fast-
growing revolution of IoT, AI, big data & analytics, machine learning, automation and robots, cloud
computing, blockchain, 3D printing, and other technologies are intertwined in numerous implications and
facts. The explosive growth of smart devices is leaving no business segment untouched. The
interconnection system of an intelligent supply chain makes the operational cost lower, reduces inventory
requirements to make it faster, agile, and the automation of the digitized system makes the supply chain
highly practical and durable. The growing framework of the industrial revolution transformed the overall
supply chain system in the intelligent design of inbound and the outbound logistics approach.

Originality/value: The study has purposively used secondary assessments from published valid
documents. It has been confirmed that the author's interpretation of the study never uses any
contradictory issues for reviewing and identifying ethical and moral concerns.

Keywords: Industry 4.0, Supply Chain Management, IoT, CPS, ICT

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Introduction:

The usage and growth of Information and Communication Technologies (ICT) in business have
become inescapable during the previous decade, owing to its importance in boosting
organizational efficiency and competitiveness (Kamal, 2020; Onday, 2019, Sigalat-Signes et al.,
2020). It has boosted ICT adoption across the industrial sector, particularly in logistics and
manufacturing. Enterprise Resource Planning (ERP), Warehouse Management Systems (WMS),
Transportation Management Systems (TMS), and Intelligent Transportation Systems (ITS) are
examples of this technology evolution that most firms widely employ (Yu et al., 2017).

As the market for logistics and transportation becomes more competitive, an increasing number
of logistics and transportation companies strive for operational excellence to deliver significant
logistics operations and achieve market share for long-term growth (Yazdanparast, et al., 2010).
It is one of the primary goals of the fourth industrial revolution (Industry 4.0), which aims to
hasten the development of innovation capabilities across a wide range of sectors (Shamim et al.,
2016). Digital innovations like digital sales control, e-procurement, e-payments, and
collaborations are being used by new participants to enhance the consumer experience (Turba et
al., 2018). Industry 4.0 technologies, such as cyber-physical systems, the Internet of Things, on-
demand availability of computer system resources, cognitive computing, etc., will provide a
fundamental change (Pivoto et al., 2021).

However, some pieces of industry 4.0 technologies already have an available impact on supply
chains. This study seeks to answer how the concepts of the modern field of technological
development conceptually link Industry 4.0 and supply chain management. Secondary data may
be part of solid support for the critical investigation and analysis methods. The study's primary
aim relatively interprets the industry 4.0 and supply chain management relationship and
affectivity. Out of this bucket, it has been thoroughly determined how significant this impact is
and whether companies are ready for the Fourth Industrial Revolution by interpreting the
industry factors and supply chain management conceptualizing each other.

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Methods:

The study is based on secondary resources that foremostly consider the published paper, books,
articles, blogs, International Magazine, etc. The conceptual analysis took the contemporary
issues with a look at the following items as Industry 4.0, Cloud and Smart Computing, IoT, Big
Data and Smart Data, Cyber-Physical Systems, Supply Chain Management. The descriptive type
of study has to conclude in the investigation considering the pointed analyses from different
perspectives of factors. As the research is based on secondary data, it has some limitations to
synthesise, but the consequent analysis and interpretation focus on the mainstream research in
Industry 4.0 and Supply Chain Management (SCM).

Interpretation and Findings

In 2011, Germany initiated the industry 4.0 program, later included in the 2016 World Economic
Forum's agenda as a critical issue (Oztemel& Gursev,2020). The objective is to build a self-
sustaining supply chain platform that is entirely automated and requires little to no human
contact. (Manavalan & Jayakrishna 2018). The shift to Industry 4.0 in Germany's SCM is
hampered by dependence on discrete data silos, which means data is often unavailable (Bendavid
et al., 2010).

On the other hand, the Internet of Things has the potential to turn the SC into a fully integrated
system. It is a widely available technology that is widely used to perform a variety of roles in
SCM (Dweekat, et al., 2017). such as linking information with vendors, gathering real-time
progress data from vendors, providing visibility on parts and raw materials, generating real-time
quality/maintenance data, inventory tracking, information sharing, and joint ordering; quality
monitoring and quality-controlled logistics; enabling enhanced reverse logistics; and capturing
product(de Vass et al., 2021;Sharma& Pandey, 2020). Sensor technologies are also becoming
more common in cars, allowing for real-time interaction between the car and its surroundings
(Colledani et al., 2014).

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Despite the IoT's potential, many obstacles remain to its acceptance and utilization (Zorzi et al.,
2010). Integrating logistics activities throughout the supply chain with heterogeneous technology
is one of the most significant impediments to adoption (Kurpjuweit, et al., 2021). There are
differing perspectives on the benefits and difficulties presented by IoT in SCM (Mistry et al.,
2020). Haddud et al. (2017) mentioned that survey academics have not yet identified crucial
routes for further study, addressing the lack of empirical data. Due to a lack of proof-of-concept,
many businesses are still hesitant to fully address the necessity of harmonizing developing ICT
within the supply chain and business circumstances (Chang et al., 2020). The invention of the
steam engine led to the first industrial revolution; the second was lit by electricity, and the third
was lit by the widespread use of information technology and electronics (Kurt, 2019).

The Internet of things (IoT) and cyber-physical systems (CPS) have recently gained popularity,
attracting the interest of both businesses and academia (Lampropoulos et al., 2018). The fourth
industrial revolution, often known as industry 4.0, is given to this phenomenon. Supply Chain
Management (SCM) is one of the most well-known ideas in manufacturing (Dallasega et al.,
2018). SCM is a strategic activity that combines many business-related operations to provide and
improve logistical services for society's benefit (Melkonyan et al., 2019). The most crucial aspect
is to comprehend SCM in a digital setting. The link between DGT and SCM is presented in the
form of a platform comprised of six pieces by Supply Chain Wizard, a company based in New
Jersey (Dhamija et al., 2020).

A literature analysis was done to better understand the motivations and constraints to adopt
Industry 4.0 technologies in supply chains (Manavalan & Jayakrishna, 2019). In the SC context,
financial restrictions are a significant barrier to Industry 4.0 adoption. Studies on constructing
frameworks for developing Industry 4.0-driven supply chains are needed (Ghadge eta l., 2020).
Due to apprehension about digital transformation, some industries are unconvinced of its benefits
(Hur et al., 2019). Companies are hesitant to implement Industry 4.0 technologies due to a lack
of competencies for managing global data and the latest technical breakthroughs (Mohamed,
2018).).SC leaders must rethink their understanding and approach toward Industry 4.0 to achieve
a seamless digital transformation of supply chains (Asadollahi-Yazdi et al., 2020). The effort
faces significant challenges due to a lack of policies and government support. Organizations

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attempting to implement technologies also face other challenges, such as insufficient research
and development methods (Fung, 2015).

The Internet of Things (IoT) is a network of interconnected devices that share and collect data
through the Internet (Perwej et al., 2019). Medical gadgets, RFID chips, smart devices, mobile
sensors, and other devices could be included. (Porkodi& Bhuvaneswari, 2014). In order to track
the whereabouts of various raw materials, packaging materials, storage containers, and finished
items, IoT devices can be linked to these (Lee et al., 2018). After all, the Internet of Things
improves a Supply Chain network’s administrative and management obligations (Wu et al.,
2010).

Big data analytics uses various analytical approaches to structured, semi-structured, and
unstructured data ranging from terabytes to zettabytes (Agoston, & Langford, 2017). By
enhancing algorithms to forecast correct delivery dates and increasing warehouse automation,
Big Data may be used to optimize E-commerce processes (Akter & Wamba, 2016). Big Data
Analytics can be used with IoT, allowing all data collected by devices on the IoT network to be
evaluated and optimized for inventories and other supply chain processes (Fernández-Caramés et
al.,2019).On the other hand, The term "Smart Factory" refers to a concept that emphasizes the
automation of production operations (Won& Park2020). Order management and material
handling costs are considerably reduced in a Smart Factory (Tao et al., 2018). It also aids in
flexibility by adapting to various industrial settings and requirements (Wu, et al., 2013).

The presence of complicated production and transportation networks makes Supply Chain
management difficult (Hearnshaw & Wilson, 2013). Managing these difficulties will necessitate
high operational flexibility (Holttinen, 2013). A Cyber-Physical System would help to do this
(Rajkumar, 2010). There are three layers of Cyber-Physical Systems (Abid, et al., 2011). Data is
collected at the connection level by interconnecting various devices and goods (Patel & Patel,
2016). The conversion level is where the previous level's raw data is transformed into something
useful (Najafabadi, et al., 2015). Complex data analysis is done at this level (Enders, 2010). At
this level of the Supply Chain, historical data such as demand is considered to estimate or
forecast future needs (Alonso, et al., 2012).

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Combining blockchain with the supply chain allows for complete transparency and traceability
of various products (Centobelli, et al., 2021). This is especially useful in the food and beverage,
clothes, and electronics industries (Maryanti, et al.,2020). The growth of Smart contracts in
Emberly Blockchain also allows for the inclusion of business logic, improving network
operations' efficiency (Orgerie, et al., 2014). Machine Learning in Supply Chain will have the
most impact (Oroojlooyjadid et al., 2022). Planners will be able to respond to rapid changes in
requirements in real-time, and they will be able to follow orders and their progress readily
(Stoica et al., 2013). These procedures can be automated and more data-driven with Industry 4.0,
resulting in more accurate results (Klingenberg, et al., 2019). Warehousing activities are much
easier to monitor now that Industry 4.0 is in place(Tjahjono et al., 2017).

A survey was undertaken by McKinsey & Company to determine how firms in the Supply Chain
area are benefiting. Various metrics have improved by introducing various automation and
machine learning technologies. This saves 50-80% on supply chain and service costs (Gezgin et
al., 2017). The fourth industrial revolution is distinguished by real-time data exchange,
automation, robotics, cloud, artificial intelligence (AI), connected devices and equipment
(Internet of Things), and augmented reality, connecting innovation, new technologies, and
humans(Batth et al., 2018).

In logistics, the fourth industrial revolution, dubbed Logistics 4.0, has recently emerged as a shift
toward intelligent transportation and logistics, enhanced sales and operations planning (S&OP),
and dynamic logistics network configuration(Bohle& Johnson, 2019). the significance of
information technology in manufacturing and supply chain management is that Manufacturers
will need to recognize how much the plant floor relies on IT to stay competitive in Industry
4.0(Ghobakhloo, 2018).In the early days of Industry 4.0, supply chain management is
undergoing a sea change(Luthra,& Mangla, 2018).

According to The Boston Consulting Group, all technologies associated with Industry 4.0 are
trending in supply chain management, including the Internet of Things (IoT), cyber security,
cloud, data analytics, simulation, 3D printing, augmented reality, and robots (Bahrin, et al.,
2016). Supply chains should be lean as manufacturers move toward intelligent factories where
efficiency rules and downtime are minimised and waste minimized (Manavalan & Jayakrishna,
2019). Supply chains are incredibly complex, and no company has yet succeeded in creating a

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truly digital supply chain (Wang, et al., 2019). Many of the applications and trends required to
transit to a digital ecosystem are, in fact, underutilized (García-Peñalvo, et al., 2015). However,
in the future years, this will drastically alter.. There will undoubtedly be many challenges in
adapting to technological trends, but we will eventually be moving towards a fully digital
ecosystem.

Digital solutions are disrupting traditional supply networks; however, several distinguishing
characteristics are associated with digital supply chains (Büyüközkan, & Göçer, 2018).
Implementing good digital supply chain management has been linked to favorable results (Chien
et al., 2007). The shift to digitalization will be fueled by increased global competitiveness,
information availability, and technical innovation ( Kache,& Seuring, 2017).The digital supply
chain is the next frontier for businesses to maximize their value chain and financial
performance(Brown, et al., 2012).

Layering the latest digital technologies into traditional operational procedures is one of the most
common blunders firms make (Warner& Wäger,(2019). Instead, they should be courageous and
reinvent their end-to-end operations with a scalable and customer-centric implementation
strategy (Li,2021). Supply chain enterprises must explicitly articulate their business objectives
(Attaran, 2020). This is why determining the present health of the supply chain network, and its
maturity level is crucial. Establish a clear value score for each endeavour based on the
organization's prioritizing methodology after having a comprehensive list of all efforts
(Fernandes, et al., 2006).

Establish the following categories, and the evaluation will assist in identifying strengths,
weaknesses, and possibilities for continual growth (Chourides et al., 2003). A clear value score
for each endeavour is based on the organization's prioritizing methodology after having a
comprehensive list of all efforts (Fernandes, et al., 2006). A straightforward approach for
evaluating a pilot use case's success, agile approaches can help develop an excellent
transformation culture by demonstrating fast, consistent results (Korhonen, 2013).

In the end, the scarcity of skills in applying new digital technologies in the industry 4.0 adoption
process necessitates the engagement of a more capable workforce (Karacay, 2018).
Organizations must recruit employees with the necessary expertise; yet, this might be costly due
to a lack of experience dealing with new technology (Cardon& Stevens, 2004). To keep up with

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the new digital supply chain flow, they must alter their entire business—human-machine
interaction (Cocca, et al., 2018). The interaction of people with all the bright objects in a
complex system and other requirements regarding the architectural structure of decision-making
might have a socially significant impact on the lives of employees and society—the opposition of
the workers (Courtney, 2001). User resistance can stymie a digital supply chain; employees are
irritated by the lack of options. Managers must assess real-time data to make quick choices in the
digital supply chain, which is challenging under uncertainty due to a lack of standardization
(Kache & Seuring, 2017).

When it comes to employing digital technology in supply chain management, the absence of
standards for many technologies is a significant problem(Saberi, et al., 2019).Data security is
always a challenge to handle the cyber security risk in every sector(Mariani, et al., 2015).
Nonetheless, with the integration of internet technologies, data security and confidentiality are
the most pressing concerns in industry 4.0. Observance of regulations, legal and contractual
uncertainty might also be a problem in the contemporary business and supply chain management
world.

Conclusion:

Industry 4.0 has demonstrated how humans, machines, and objects can work together to create a
self-actualizing system that affects the entire supply chain. Digitization improves warehouse
capabilities by allowing sensors to track the flow of items and feed pertinent data in real-time. It
also promotes agility by integrating data from procurement to the end-user in the supply chain
cloud. Industry 4.0 causes disruption and forces businesses to reconsider how they design their
supply chains. To capitalize on these trends and meet changing demands, the supply chain must
become much faster, more granular, and more precise (Mak et al., 2021). Executives in supply
chains must create strategic perspectives of their supply chain's operations and look beyond
problem-solving (Peterson, 2009). New value-creating processes will emerge as a result of
successful changes in supply chain management by merging the equipment of Industry 4.0.

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