Drivers and Barriers of Industry 4.
0 Adoption in Indonesian
Manufacturing Industry
Beby Lexa Rezqianita
Department of Industrial Engineering
Universitas Indonesia
Depok, Indonesia
beby.lexa81@ui.ac.id
ABSTRACT
Industry 4.0, the fourth revolution Industry, has become a global
trend in the manufacturing industry because it is able to produce
a "smart factory" with cyber-physical systems (CPS). CPS
integrate the physical world with digital by monitoring physical
processes, making digital copies of the physical world, and
making decentralized production systems. Industry 4.0 can
increase productivity, revenue, business competitiveness,
customer service, and optimize manufacturing processes.
Implementing Industry 4.0 in the Indonesian manufacturing
industry is observed to be able to increase productivity and
improve product quality. As a result, it has an impact on GDP
growth, increased technology adoption, and new employment
opportunities so that it becomes a game-changer for national
economic growth. However, based on the Indonesia Industry 4.0
Readiness Index, the Indonesian manufacturing industry is still
in the medium readiness stage. Therefore, this study aims to
identify drivers and barriers of Industry 4.0 adoption in the
Indonesian manufacturing industry using literature review that
and have been validated through expert interviews. The results
of this study may help decision-makers and practitioners to
address the drivers and barriers highlighted, paving the way for
successful implementation of Industry 4.0 across the
manufacturing sector.
CCS CONCEPTS
• Social and professional topics ➝ Governmental regulations
• Applied computing ➝ Psychology
Permission to make digital or hard copies of all or part of this work for personal
or classroom use is granted without fee provided that copies are not made or
distributed for profit or commercial advantage and that copies bear this notice
and the full citation on the first page. Copyrights for components of this work
owned by others than ACM must be honored. Abstracting with credit is
permitted. To copy otherwise, or republish, to post on servers or to redistribute
to lists, requires prior specific permission and/or a fee. Request permissions from
Permissions@acm.org.
APCORISE 2020, June 16–17, 2020, Depok, Indonesia
© 2020 Association for Computing Machinery.
ACM ISBN 978-1-4503-7600-6/20/06…$15.00
https://doi.org/10.1145/3400934.3400958
123
Romadhani Ardi
Department of Industrial Engineering
Universitas Indonesia
Depok, Indonesia
romadhani.ardi@ui.ac.id
KEYWORDS
Industry 4.0; Indonesian manufacturing; drivers; barriers
ACM Reference format:
Beby Lexa Rezqianita and Romadhani Ardi. 2020. Drivers and Barriers of
Industry 4.0 Adoption in Indonesian Manufacturing Industry. In
Proceedings of ACM APCORISE ’20, June 2020, Depok, West Java,
Indonesia. ACM, New York, NY, USA, 6 pages.
https://doi.org/10.1145/3400934.3400958
1 Introduction
Industry 4.0 has become a global trend in the manufacturing
industry through automation and data exchange. This fourth
industrial revolution is a digital revolution in industrial
production in which all areas of production enhance the
connectivity and computerization. Industry 4.0 is able to produce
a "smart factory" where technologies such as big data analytics,
Artificial Intelligence, Internet of Things, additive manufacturing
(3D printing), and robotic systems. Those technologies achieve
cyber-physical systems that integrate the physical world with
the digital world by monitoring physical processes, making
digital copies of the physical world, and making decentralized
production systems, where people, machines, and resources
communicate with one another. This contributes to improving
services, logistics, and resource planning in a cost-efficient
manner [1,2]. Industry 4.0 can increase productivity, revenue,
business competitiveness, customer service, and optimization of
the manufacturing process [3]. In the era of Industry 4.0, the
industry can make full use of information and communication
technology, not only in the production process but also
throughout the industrial value chain [4].
The manufacturing industry in Indonesia is the backbone of the
national economy. In 2017, the contribution of this sector
reached 20 percent of gross domestic product (GDP), which is
the highest compared to other industries. In the last quarter of
2017, this sector recorded growth of 5.14 percent, far exceeding
the achievement in the same period in the previous year of 3.91
percent. Throughout 2017, manufacturing experienced an
increase of 4.74 percent. In addition, the manufacturing industry
APCORISE’20, June, 2020, Depok, West Java, Indonesia
is the most significant contributor to exports. In 2017, the export
value of this industry was at USD 125 billion, or 76 percent of
Indonesia's total export value of USD 168.73 billion. The
contribution of the manufacturing industry to the economy is in
several indicators, such as investment, employment, foreign
export exchange, taxes, and its broad impact on other sectors [4].
To be able to improve product quality, increase productivity, and
improve efficiency of the production process, the Indonesian
manufacturing industry needs to consider Industry 4.0
implementation. Implementing Industry 4.0 could become a
game-changer for national economic growth because it has an
impact on GDP growth, increased technology adoption and
innovation, and 10 million new employment opportunities.
Therefore, the Ministry of Industry has launched an integrated
roadmap as Indonesia's strategy to deal with Industry 4.0 called
"Making Indonesia 4.0" on April 4th, 2018 [4].
“Making Indonesia 4.0” will provide clear directions for the
development of the Indonesian industry, especially in the five
priority manufacturing sectors, which are the food and beverage
industry, the textile and clothing industry, the automotive
industry, the chemical industry, and the electronics industry.
These five sectors were selected based on the evaluation of
economic impacts and implementation eligibility criteria that
included measures of GDP, trade, potential effects on other
sectors, investment size, and speed of market penetration [4].
As one of the strategic efforts in accelerating the adoption of
Industry 4.0 in Indonesia, the Ministry of Industry has released
the Indonesia Industry 4.0 Readiness Index (INDI 4.0) as a
reference for industry and government to measure the industry's
readiness to implement Industry 4.0. The assessment results
show that the average readiness index of Indonesia's
manufacturing industry is at the level of 2.14. Among the five
priority sectors, the sectors that have the highest index are the
textile industry at the level of 2.51; food and beverage 2.47;
chemical 2.31; electronics 1.84; and automotive 1.72 [5]. Judging
from the results of INDI 4.0, the Indonesian manufacturing
industry is still in the medium readiness stage. Therefore, it
needs to examine drivers and barriers of the manufacturing
industry in adopting Industry 4.0. Identification of the drivers
and barriers of the adoption of Industry 4.0 is essential to be able
to determine strategies that utilize the drivers and overcome the
barriers so that the adoption of Industry 4.0 would increase in
the Indonesian manufacturing industry.
There are several studies on Industry 4.0 in Indonesia, one of
which is development of a conceptual model regarding the effect
of the implementation of Industry 4.0 in Indonesia [6]. There is
also research on the taxonomy of Industry 4.0 implementation
strategy based on a statistical analysis of 33 manufacturing
sectors in Indonesia [7]. The Indonesian Ministry of Industry has
also conducted a study on the synergy between green industry
and Industry 4.0 in Indonesia by characteristic comparison,
which the result shows that the Indonesia 4.0 program is in line
with the concept of green industry [8]. However, research on
drivers and barriers of the manufacturing industry adopting
124
B. L. Rezqianita and R. Ardi
Industry 4.0 in Indonesia is still limited. Therefore, this research
will identify drivers and barriers of Industry 4.0 adoption in the
manufacturing industry, specifically manufacturing large
enterprises.
2 Literature Review
2.1 The Concept of Industry 4.0
The fourth industrial revolution, Industry 4.0, was introduced at
Hannover Fair 2011 by German Scientific Industry-Researcher
Alliance as a digital revolution in industrial production in which
all areas of production have increased connectivity and
computerization [1,2]. Industry 4.0 is digitization of the
manufacturing sector. It is driven by four disruptions: (1) the
astonishing rise in data, computational power, and connectivity,
(2) the emergence of analytics and business-intelligence
capabilities, (3) human-machine interaction, and (4)
improvements in transferring digital instructions to the physical
world [9]. Cyber-Physical Production System (CPPS) uses the
globally available information and communications network for
an extensively automated exchange of information [21]. The
design principles of Industry 4.0 are connectivity, information
transparency, technical assistance, and decentralization decisions
[10].
There are nine pillars of Industry 4.0, which will transform cell
production into a thoroughly automated, integrated, and
optimized production flow. This condition results in greater
efficiency and alteration in production relationships among
suppliers, producers, and customers as well as between humans
and machines [22]. These pillars of Industry 4.0 are as follows.
• Big Data and Analytics
Comprehensive data collection and evaluation from various
equipment and production systems can be a standard that
supports real-time decision making [22].
• Autonomous Robots
Robots are used to run automated production tasks and are
able to work in areas that limit the presence of humans [22].
• Simulation
Simulation will be used more extensively in plant operations
to reduce machine set-up time and improve quality. It
leverages real-time data to reflect the physical world into
virtual models [22].
• System Integration: Horizontal and Vertical System Integration
The full digital integration and manufacturing process
automation in vertical and horizontal dimensions implies
automation of communication and collaboration [22].
• The Industrial Internet of Things
Internet of Things refers to a worldwide network of
interconnected objects that communicate via standard
protocols [22].
• Cyber-security and Cyber-Physical Systems (CPS)
CPS is the systems in which integrating physical space
(natural and human-made systems) with cyberspace
(computation, communication, and control systems) [22].
Drivers and Barriers of Industry 4.0 Adoption in Indonesian
Manufacturing Industry
• The Cloud
The organization needs to increase data sharing across the
units in Industry 4.0, so the cloud-based IT-platform serves as
a technical pillar for connectivity and communication [22].
• Additive Manufacturing
Production of small batches of customized products will
extensively use additive-manufacturing methods to offer
construction advantages and reduce transport distances and
stock on hand [22].
• Augmented Reality
The augmented reality technology provides workers with
real-time information to improve decision making and
working procedures [22].
Benefits of Industry 4.0 to business are increasing
competitiveness, increasing productivity, increasing revenue,
increasing employment opportunities, optimizing the
manufacturing process, developing exponential technologies,
and delivering better customer service. Industry 4.0 will benefit
not only the manufacturing industries, but also the entire value
chain, including producers and manufacturers, suppliers, and
workers [3].
2.2 Drivers Behind Industry 4.0
As well as understanding the concept of Industry 4.0, it is
important to identify the driving factors that may encourage
companies to move towards this approach. There is a study
stated that government policy positively influences the increased
use of advanced production technologies as part of the strategic
response to Industry 4.0. The government can create a friendly
circumstance to attract the companies to adopt new technology.
Supports from the government may be presented by nationalized
legislation, tax regulation, industrial standards, or hardware
infrastructure. This study also showed the available resources
and the capability of understanding and implementing
innovation from a company influence the adoption of new
technology [11].
There is also a study that stated that financial benefits impacted
by Industry 4.0 technology increase the digitization of the
production process. This study also showed that a strong focus
on improving productivity and efficiency becomes a crucial
success factor in adopting Industry 4.0. Expectation of top
management to control and monitor continuously also takes
place to encourage the adoption of Industry 4.0 technology [13].
Moreover, there are several studies that stated that external
pressure from competitors and market trends are additional
driving factors that impact the adoption of new technology. In a
highly competitive market, companies need to adapt advanced
technology either to maintain excellence or respond to customer
demand [11,13].
Indonesian Ministry of Industry also has issued the industry
ecosystem for Industry 4.0, such as lighthouse companies and
academic institutions, and has fundamental roles to play in
helping manufacturers adopt Industry 4.0 technology [12].
125
APCORISE’20, June, 2020, Depok, West Java, Indonesia
2.3 Barriers to Industry 4.0 Implementation
Several studies have suggested that high implementation costs
and lack of financial sources are significant obstacles to Industry
4.0 technology adoption [1,13-19]. Human resources problems
also inhibit the adoption of Industry 4.0, such as lack of skilled
workforce [13-19], lack of leader with appropriate skills [13],
longer training time for staff [1,13,18], and lack of ability to
identify the opportunities offered by Industry 4.0 technology
[13,15]. Organizational barriers also should be considered, such
as resistance to cultural change [1,14,16], lack of digital
infrastructure from the organization [1,13,17], inadequate
organizational structure [13], difficulty to form an Industry 4.0
strategy [14], conflicts in business organizations due to changed
working conditions [20], and lack of knowledge management
system [1].
A number of sources found that government could be the reason
for a company does not apply the principles of Industry 4.0,
such as the absence of government regulations [14,18], the
absence of government incentives [18], and lack of standards
[13,14]. Technical barriers such as cybersecurity [13,19], risk
of data loss [15], and the need for large amounts of storage
capacity [13] could also hinder Industry 4.0 adoption.
3 Methodology
A list of drivers and barriers of Industry 4.0 adoption in the
manufacturing industry was collected from literature studies. In
this research, three experts from companies, which are the users
of Industry 4.0 technologies, were interviewed. The details of
experts are listed in Table 1.
Table 1: Details of experts interviewed.
Experts Type of Industry Experience
A Food & beverage > 20 years
B Electronics 10-15 years
C Certification services 10-15 years
Expert A is the general manager of a company with the highest
index of INDI 4.0 among food & beverage companies. Experts B
and C are recruited by the Indonesian Ministry of Industry to be
the part of “Making Indonesia 4.0” team. Therefore, the three of
them are suitable to be interviewed to identify drivers and
barriers of Industry 4.0 adoption in the manufacturing industry.
The collected drivers and barriers were validated through a
questionnaire that was filled by interviewing the experts. Based
on their knowledge and experience, experts chose between
“valid” and “no valid” of drivers and barriers list. Experts were
allowed to add drivers and barriers which have not listed yet.
Drivers and barriers which were validated at least by one expert
would be chosen as valid drivers and barriers.
APCORISE’20, June, 2020, Depok, West Java, Indonesia B. L. Rezqianita and R. Ardi

The interviews generated 19 drivers from five major dimensions Dimension Barrier Sources
and 24 barriers from five major dimensions listed in Tables 2 and Lack of knowledge [13]
3. The interviews were conducted during January 2020. Memos Inherent habits [1,14,16]
of learning points, experiences, and ideas are written after the Strategy making difficulties [14]
interviews. Limited knowledge management [1]
Specific lighthouse [24]
Lack of infrastructure [1,13,17]
4 Results and Discussion
Human Lack of competence from leaders [23]
This study examined the driving forces and main obstacles to resource Limited skilled leaders [13]
introducing digital technologies under Industry 4.0 in the Lack of competence from the [23]
manufacturing industry in Indonesia. Both the literature and the workforce
research results show that implementing Industry 4.0 presents a Limited skilled workforce [13-19]
number of driving factors and barrier factors for the Indonesian Lack of ability to identify [25]
manufacturing industry. opportunities
New driving factors that not covered in previous literature Lack of commitment [25]
studies are identified, such as data transparency, a discussion Lack of external experts [23]
forum about Industry 4.0, growth of technology providers, Training time [1,13,18]
academic curriculum, and apprenticeship program. New barriers Government Policy about ecosystem [14,18]
of the adoption of Industry 4.0 are also identified, such as the Policy about data security [14,18]
specific lighthouse, lack of competence from leaders and Lack of government’s infrastructure [24]
workers, lack of commitment from the digital transformation Lack of incentives [18]
team, lack of experts of Industry 4.0, and lack of infrastructure Lack of standards [13,14]
from the government. Technology Cybersecurity [13,19]
Storage capacity [15]
Table 2: The drivers of Industry 4.0 adoption in the
manufacturing industry Experts highlighted government programs as one of the main
Dimension Driver Sources drivers of Industry 4.0 adoption. When the government uses
Government Super Deduction Tax [5,11] media or policy to allocate more resources for innovation,
Innovation center [11,12] companies are more likely to respond to adopt new technology
INDI 4.0 [5,11] [11]. For instance, the Indonesian government has already
Market Competitor pressure [11,13] implemented Super Deduction Tax, which is, taxpayers can
Condition enjoy a tax deduction as high as 300 percent of the cost of their
Market trend [11,13]
research and development activities. The Indonesian government
Organization Reducing cost [13]
also launched INDI 4.0 to measure the readiness of industry to
Resources and capability [13]
implement Industry 4.0 [5]. Innovation center and human
Top management [13]
resources development are also under construction to
Productivity Reducing the error rate [13] accommodate five facilities; showcase center, capability center,
and Efficiency Improving lead time [13] Industry 4.0 ecosystem, delivery center, and innovation center
Reducing cycle time [13] [30]. Experts also highlighted the absence of government policy
Data transparency [23] could inhibit Industry 4.0 adoption. In Korea, the government
Reducing downtime [13] has established a national strategy of digital transformation
Industry Lighthouse access [12] called I-Korea 4.0. The Malaysia government has set a policy
Ecosystem Discussion forum [24] called Industry4WRD to encourage Industry 4.0 adoption [26].
Technology provider [24] The Indonesian government has also launched a roadmap as
Academic curriculum [25] Indonesia’s strategy to deal with Industry 4.0 called “Making
Apprenticeships [25] Indonesia 4.0” [4]. Moreover, overlapping regulations and
Research of Industry 4.0 [12] policies regarding Industry 4.0 become a challenge in Indonesia.
Government regulation should protect the company from data
Table 3: The barriers of Industry 4.0 adoption in the piracy and job losses but should not hamper new technologies’
manufacturing industry utilization. Complementary and collaborative technologies such
Dimension Barrier Sources as artificial intelligence’s (AI) ability to self-diagnose
Financial Implementation costs [1,13-19] manufacturing machines could enhance human productivity.
Financial sources [13] When human jobs are lost to automation, workers need to be
Organization Complexity of change [13] trained, especially in soft skills and creativity, because humans
could hardly compete with AI’s hard skills. Indonesia should
126
Drivers and Barriers of Industry 4.0 Adoption in Indonesian
APCORISE’20, June, 2020, Depok, West Java, Indonesia
Manufacturing Industry

focus on AI and big data adoption instead of robotics because a Despite the fact that digitalization obtains several financial
lot of labor needs to be absorbed in this country [28]. benefits, the adoption of Industry 4.0 technologies also requires a
significant amount of financial support, which may inhibit
An impactful driver that is taken into consideration is a market
companies [13-19]. Limited access to financial resources is also
condition [11,13]. Intensified competition in the market and
an obstacle. The company needs to invest in transforming the
rapid changes in demand have pushed companies to adopt
production system into Industry 4.0. Investment is not only for
advanced technologies to maintain excellence or respond to
the short term but should be an organized and monitored long-
customer demand [11]. Investing in Industry 4.0 technologies
term investment plan [27].
makes the company able to improve comparative advantage and
produce competitive advantages compared to its competitors. In Another significant barrier in implementing digital
addition, there are opportunities to develop new business models transformation is that companies do not have skilled human
and update value propositions. The existence of competition resources, either leaders or workers, with the competencies
with competitors makes the company more current and required. Leaders should know well about the benefits and
innovative, both in the production process and management. strategic steps of Industry 4.0 implementation. Therefore, leaders
With the increase in technology, flexibility is increased in could provide direction and organization that implements
responding to customer needs, and the quality offered has Industry 4.0 easily understood and carried out by all employees
increased, which resulted in achieving better customer [27]. Leaders need to carefully assess human resources
satisfaction [13,18]. competencies and analyze the digital skills amongst current
employees. Therefore, it is able to identify the lack of skillsets
The other drivers to increase the adoption rate of Industry 4.0
that the company currently has [29]. Retraining employees to
come from the organization. Reducing cost opportunity,
complement that lack of skills also become challenging because
company resources availability, and commitment from top
this takes a long time and increases cost [13]. However, most of
management are impactful factors to promote digital
the businesses experienced failure because of the inability of
transformation. Adopting Industry 4.0 technologies provides
employees to adapt. Therefore, the company needs to engage in
many financial benefits, such as the reduction in cost of
up-skilling and re-skilling programs for its employees [28]. The
operations and inventory management [13]. Company resource
company could also employ new talents in the digitization
availability influenced the ability of the company to evaluate,
process that are multi-skilled and flexible enough to adapt to any
accept, and implement new technology to achieve higher
technology, which is the requirement for Industry 4.0 [29].
objectives [11]. In INDI 4.0, policies from company leaders will
Companies and education facilities also need to collaborate to
be measured to find out how top management supports the
offer apprenticeships and degree courses about Industry 4.0
changing of the production system more efficiently by adopting
technologies [15].
technologies of Industry 4.0. The company’s strategy, company
investment, and commitment from top management are crucial Human resources is a critical element in the process of
to the successful transformation of Industry 4.0. Besides, the transforming a company into Industry 4.0. Not only the skillsets
organizational structure is also being assessed, such as the of the workforce, but also includes the culture of the
availability of a special team to transform the company into organization, such as discipline, willingness to learn, and
Industry 4.0 [27]. ingrained habits [1,27]. As with any change, organizational
resistance may become a powerful barrier to adopt new
Another critical factor is productivity and efficiency, which
technology. Organizational resistance may come from employees
involve several driving factors. By implementing Industry 4.0
who worry about losing jobs or lack the necessary skills for new
technologies, the company is able to improve quality by
technologies [13]. Employees who tend to be open to change will
reducing the error rate, improve lead time, reduce cycle time,
be better prepared to transform into Industry 4.0 otherwise, if
improve data transparency, and reduce downtime [13].
employees resist changes, companies will find it more
The ecosystem of Industry 4.0 also plays a vital role to drive the challenging to implement Industry 4.0 [27].
adoption rate of digitalization. The lighthouse companies have
Another barrier of Industry 4.0 implementation comes from
overcome typical challenges faced by many companies.
technology. Practitioners have a notice about cybersecurity and
Therefore, they are served as industry benchmarks for the digital
data storage capacity. In INDI 4.0, cybersecurity and centralized
transformation process [31]. The discussion forum can also
data storage and control system are assessment points to
accommodate companies to share solutions related to digital
measure the readiness of a company adopting Industry 4.0 [27].
transformation problems [24]. Academic institutions can help
The need to protect critical industrial systems from
manufacturers adopt Industry 4.0 technologies by pursuing
cybersecurity threats increases significantly because of the
technology development through research and adapting the
increased connectivity and use of standard communications
academic curriculum to satisfy the specific demands of Industry
protocols that come with Industry 4.0 [22]. Security in storing,
4.0 talent [32]. An apprenticeship program can also benefit the
transferring, and processing data is essential, so companies that
Industry 4.0 ecosystem by equipping new workers with desired
new skills [25, 32].
127
APCORISE’20, June, 2020, Depok, West Java, Indonesia B. L. Rezqianita and R. Ardi

implement Industry 4.0 must have systems and methods that perspective. Int. J. Prod. Econ. (2019).
DOI:https://doi.org/10.1016/j.ijpe.2019.107546
ensure that data-based connectivity is secure [27]. [17] Jens Jäger, Oliver Schöllhammer, Michael Lickefett, and Thomas Bauernhansl.
2016. Advanced Complexity Management Strategic Recommendations of
Handling the “industrie 4.0” Complexity for Small and Medium Enterprises.
Procedia CIRP 57, (2016), 116–121.
5 Conclusion DOI:https://doi.org/10.1016/j.procir.2016.11.021
[18] Josef Basl. 2017. Pilot Study of Readiness of Czech Companies to Implement
In conclusion, this study identifies drivers and barriers of the Principles of Industry 4.0. Manag. Prod. Eng. Rev. 8, 2 (2017), 3–8.
Industry 4.0 adoption in the Indonesian manufacturing industry. DOI:https://doi.org/10.1515/mper-2017-0012
Through literature review and expert interviews, 19 drivers from [19] Maria Flavia Mogos, Ragnhild J. Eleftheriadis, and Odd Myklebust. 2019.
Enablers and inhibitors of industry 4.0: Results from a survey of industrial
5 dimensions and 24 barriers from 5 dimensions are identified. companies in Norway. Procedia CIRP 81, 2013 (2019), 624–629.
The drivers’ dimension consists of government, market DOI:https://doi.org/10.1016/j.procir.2019.03.166
[20] Wilhelm Bauer, Moritz Hämmerle, Sebastian Schlund, and Christian Vocke.
condition, organization, productivity and efficiency, and industry 2015. Transforming to a Hyper-connected Society and Economy – Towards an
ecosystem. The barriers dimension consists of financial, “Industry 4.0.” Procedia Manuf. 3, Ahfe (2015), 417–424.
organization, human resources, government, and technology. DOI:https://doi.org/10.1016/j.promfg.2015.07.200
[21] Saurabh Vaidya, Prashant Ambad, and Santosh Bhosle. 2018. Industry 4 . 0 – A
Glimpse. Procedia Manuf. 20, (2018), 233–238.
The examination of drivers and barriers of Industry 4.0 adoption DOI:https://doi.org/10.1016/j.promfg.2018.02.034
in the manufacturing industry should be developed. In future [22] Michael Rüßmann, Markus Lorenz, Philipp Gerbert, Manuela Waldner, Jan
research, drivers and barriers are needed to be analyzed further. Justus, Pascal Engel, and Michael Harnisch. 2015. Industry 4.0: World
Economic Forum. Bost. Consult. Gr. (2015), 1–20.
These can result in designing strategies that utilize the drivers [23] Dian Suprapto. 2020. Faktor-Faktor Pendorong dan Penghambat dalam
and overcome the barriers so that the adoption of Industry 4.0 Meningkatkan Adopsi Industri 4.0 bagi Industri Manufaktur.
[24] Fadli Hamsani. 2020. Faktor-Faktor Pendorong dan Penghambat dalam
can be increased in the Indonesian manufacturing industry. Meningkatkan Adopsi Industri 4.0 bagi Industri Manufaktur.
[25] Wahyu Widodo. 2020. Faktor-Faktor Pendorong dan Penghambat dalam
Meningkatkan Adopsi Industri 4.0 bagi Industri Manufaktur.
REFERENCES [26] Purnomo Sejati. 2019. Industry 4.0 di Negara Asia & ASEAN.
[1] Sachin S Kamble, Angappa Gunasekaran, and Rohit Sharma. 2018. Analysis of [27] Kementerian Perindustrian Republik Indonesia. 2018. Indonesia Industry 4.0
the driving and dependence power of barriers to adopt industry 4.0 in Indian Readiness Index.
manufacturing industry. Comput. Ind. 101, March (2018), 107–119. [28] Eisya A. Eloksari. 2019. Optimism abounds among industry players on
[2] Tae Kyung Sung. 2018. Industry 4.0: A Korea perspective. Technol. Forecast. Industry 4.0. The Jakarta Post.
Soc. Change 132, October 2017 (2018), 40–45. [29] Morteza Ghobakhloo. 2018. The future of manufacturing industry: a strategic
DOI:https://doi.org/10.1016/j.techfore.2017.11.005 roadmap toward Industry 4.0. J. Manuf. Technol. Manag. 29, 6 (2018), 910–936.
[3] Alasdair Gilchrist. 2016. Industry 4.0: The Industrial Internet of Things. New DOI:https://doi.org/10.1108/JMTM-02-2018-0057
York: Apress Media. [30] Kementerian Perindustrian Republik Indonesia. 2019. Automotive industry 4.0
[4] Kementerian Perindustrian Republik Indonesia. 2018. Siap Terapkan Industri readiness.
4.0. 1–36. [31] Enno De Boer, Helena Leurent, and Adrian Widmer. 2019. ‘Lighthouse’
[5] Kementerian Perindustrian Republik Indonesia. 2019. 1 Tahun Making manufacturers lead the way — can the rest of the world keep up?
Indonesia 4.0. McKinsey&Company (2019)
[6] Akhmad Hidayatno, Arry Rahmawan Destyanto, and Christin Arauna Hulu. [32] McKinsey&Company. 2018. Reinvigorating ASEAN Manufacturing for the
2019. Industry 4.0 technology implementation impact to industrial sustainable Future.
energy in Indonesia: A model conceptualization. Energy Procedia 156, (2019),
227–233.
[7] Budhi Soleh Wibowo. 2019. A Taxonomy of Strategies for Industry 4.0
Implementation in Indonesia. J. Ilm. Bid. Teknol (2019), 1-8.
[8] D. Prasaja, W. Rini, B. D. Yoga, and R. Wikansari. 2019. Synergy of green
industry with industrial revolution 4.0 in Indonesia. Global Competitiveness:
Business Transformation in the Digital Era. DOI:
https://doi.org/10.1201/9780429202629
[9] Jay Lee, Edzel Lapira, Behrad Bagheri, and Hung an Kao. 2013. Recent
advances and trends in predictive manufacturing systems in big data
environment. Manuf. Lett. 1, 1 (2013), 38–41.
DOI:https://doi.org/10.1016/j.mfglet.2013.09.005
[10] Mario Hermann, Tobias Pentek, and Boris Otto. 2016. Design principles for
industrie 4.0 scenarios. Proc. Annu. Hawaii Int. Conf. Syst. Sci. 2016-March,
(2016), 3928–3937.
[11] Danping Lin, C. K.M. Lee, Henry Lau, and Yang Yang. 2018. Strategic response
to Industry 4.0: an empirical investigation on the Chinese automotive
industry. Ind. Manag. Data Syst. 118, 3 (2018), 589–605.
DOI:https://doi.org/10.1108/IMDS-09-2017-0403
[12] Kementerian Perindustrian Republik Indonesia. 2019. Kajian Infrastruktur
Digital Nasional.
[13] Dóra Horváth and Roland Zs Szabó. 2019. Driving forces and barriers of
Industry 4.0: Do multinational and small and medium-sized companies have
equal opportunities? Technol. Forecast. Soc. Change 146, June (2019), 119–132.
[14] Kristin Vogelsang, Kirsten Liere-netheler, and Sven Packmohr. 2019. Barriers
to Digital Transformation in Manufacturing . Development of a Research
Agenda. 6, (2019), 4937–4946.
[15] Rupert Glass, Alyssa Meissner, Christopher Gebauer, Sandra Sturmer, and
Joachim Metternich. 2018. Identifying the barriers to Industrie 4.0. Procedia
CIRP 70, (2018), 985–988. DOI:https://doi.org/10.1016/j.procir.2018.02.026
[16] Alok Raj, Gourav Dwivedi, Ankit Sharma, Ana Beatriz Lopes de Sousa
Jabbour, and Sonu Rajak. 2019. Barriers to the adoption of industry 4.0
technologies in the manufacturing sector: An inter-country comparative

128