scholarly journals Smart Additive Manufacturing: The Path to the Digital Value Chain

Technologies ◽  
2021 ◽  
Vol 9 (4) ◽  
pp. 88
Author(s):  
Nuno Araújo ◽  
Vânia Pacheco ◽  
Leonardo Costa
Keyword(s):  
Additive Manufacturing ◽  
Inventory Management ◽  
Value Chain ◽  
Business Models ◽  
Digital Transformation ◽  
Smart Manufacturing ◽  
Value Chains ◽  
Review Of The Literature ◽  
End User ◽  
Design Production

The aim of this article is to characterize the impacts of Smart Additive Manufacturing (SAM) on industrial production, digital supply chains (DSCs) and corresponding digital value chains (DVCs), logistics and inventory management. The method used consists of a critical review of the literature, enriched by the authors’ field experience. The results show that digital transformation of manufacturing is affecting business models, from resource acquisition to the end user. Smart manufacturing is considered a successful improvement introduced by Industry 4.0. Additive Manufacturing (AM) plays a crucial role in this digital transformation, changing the way manufacturers think about the entire lifecycle of a product. SAM combines AM in a smart factory environment. SAM reduces the complexity of DSCs and contributes to a more flexible approach to logistics and inventory management. It has also spurred the growth and popularization of customized mass production as well as decentralized manufacturing, rapid prototyping, unprecedented flexibility in product design, production and delivery, and resource efficiency and sustainability. SAM technology impacts all five Fletcher’s stages in DVCs. However, the need for clear definitions and regulations on 3D printing of digital files and their reproduction, as well as product health, safety, and integrity issues, cannot be ignored. Furthermore, investment in this technology is still expensive and can be prohibitive for many companies, namely SMEs.

scholarly journals Governance structures in smallholder pig value chains in Uganda: constraints and opportunities for upgrading

2017 ◽  
Vol 20 (3) ◽  
pp. 307-319 ◽  
Author(s):  
Emily Ouma ◽  
Justus Ochieng ◽  
Michel Dione ◽  
Danilo Pezo
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Institutional Economics ◽  
Multinomial Logit Model ◽  
New Institutional Economics ◽  
Information Value ◽  
Value Chains ◽  
Governance Structures ◽  
Cross Sectional ◽  
Contractual Arrangements

This paper analyses governance structures in Uganda’s smallholder pig value chains by applying the New Institutional Economics framework. It utilises cross sectional and qualitative survey data from randomly selected pig value chain actors in 4 districts. A multinomial logit model is applied to assess the determinants of vertical integration among pig traders. The findings indicate that most relationships at the pig production node of the value chain are based on spot market governance structures supported by personal relationships and trust. Live pig traders are mostly vertically integrated. High integration levels of the pig traders are positively influenced by access to market information, value of investments in the value chain, and dedicated asset specificity in terms of backyard slaughter premises. Upgrading opportunities in the value chain in the form of value addition strategies, policy implementation and promotion of business models that link producer organisations to quality inputs and service suppliers through contractual arrangements are identified.

scholarly journals Transformation of Value in Innovative Business Models: The Case of Pharmaceutical Market

2021 ◽  
Vol 15 (3) ◽  
pp. 52-65
Author(s):  
Denis Klimanov ◽  
◽  
Olga Tretyak ◽  
Uri Goren ◽  
Timothy White ◽  
...  
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Success Factors ◽  
Business Models ◽  
Digital Transformation ◽  
Pharmaceutical Market ◽  
Technological Innovations ◽  
Key Success Factors ◽  
The World ◽  
A Company

Creating and developing innovative business models (BM) is currently one of the key success factors for contemporary business. Rapid complex changes in the world reemphasize the need to better understand how BM can be successfully innovated in different markets. The digital component of BM innovation comes under a special spotlight, using the example of a company within the pharmaceutical industry. In particular, this study demonstrates how BM innovation can be developed and implemented in practice within the pharmaceutical market, which accelerates its digital transformation to increase the value it brings to the healthcare systems around the world while sustaining the ongoing crisis. In order to do that, the current paper offers a framework for BM innovation that defines BM elements, BM innovation aspects, and BM innovation logic. The study covers six markets that represent different value creation systems and mechanisms. This paper demonstrates how technological innovations can be activated using managerial tools and insights and also how they can be combined into the holistic system based on the needs of the key value chain actors.

Digital transformation of the oil, gas and energy value chain

2018 ◽  
Vol 58 (2) ◽  
pp. 488 ◽  
Author(s):  
Paul Taliangis
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Oil And Gas ◽  
Predictive Analytics ◽  
Data Access ◽  
Oil And Gas Industry ◽  
Digital Transformation ◽  
Time Data ◽  
Energy Value ◽  
Oil Gas

This paper looks back at 2014–2017 as a period of extraordinary transition of the international and Australian oil and gas industry, with mounting evidence that the industry and broader energy value chain is entering an era of unprecedented digital transformation. This process is expected to accelerate through 2018–2025, with profound implications for industry stakeholders. The key question is: are organisations and the industry more broadly doing enough, well enough, fast enough? Emerging from the lows of a pronounced industry recession, and subsequent and ongoing consolidation, there is now growing, broad-based acceptance that the industry needs to engage new business models that leverage modern digital technology to reform productivity and broader industry performance. However, the harsh reality is that other industries are delivering superior results, faster, which is driving a need for an elevated and sustainable strategic response. This paper seeks to illustrate the digital links that must be established along the full value chain between data access and management, predictive analytics, visualisation, team collaboration and communication technology. The digital links are enabled by internet connectivity and cloud-based infrastructure, which presents an opportunity for organisations of all sizes to realise benefits along the complete chain. This paper is structured in four parts: • The strategic context – what is driving the need to engage in digital transformation? • The digital transformation value proposition – what value can be achieved? • Case studies – what are examples of digital transformation? • Key learnings – what should we note from thousands of global digital initiatives underway along the energy oil, gas and energy value chain? The main takeaways from this study are: • There is an unprecedented opportunity to transform the oil and gas value chain to deliver new growth and improved productivity, linking real-time data, predictive analytics, interactive visualisation and collaboration. • Digital transformation is affordable, readily implemented and scalable to meet current and changing future needs. • There are many powerful examples of material value add across exploration, development, operations and business management. • Many organisations and the industry as a whole is lagging others – the industry is not doing enough, well enough, fast enough. • The time to act/accelerate is now. • Digital transformation is not about technology alone. Keys to success include vision, leadership, culture and data quality.

Evaluating alternate strategic options for agricultural value chains

2008 ◽  
Vol 8 (2) ◽  
pp. 131-141 ◽  
Author(s):  
A. Ainsley Archer ◽  
Peter Thorburn ◽  
Phil Hobson ◽  
Andrew Higgins
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Crop Residues ◽  
A Priori Estimates ◽  
A Priori ◽  
Value Chains ◽  
Base Case ◽  
Agent Based ◽  
Modelling Framework ◽  
Priori Estimates

Making strategic innovations to agricultural value chains can be difficult. Complex biophysical and logistical interactions make a priori estimates of chain-wide impacts difficult. This paper gives the results of applying an agent-based, value chain modelling framework, developed and applied in participation with stakeholders in three sugar mill case studies, which evaluated the viability of maximising the co-generation of electricity by harvesting the whole crop (i.e. cane leaves as well as stalk). The existing practice of harvesting predominantly cane stalk (as in the 2003 production year) was the base case for comparing a scenario where electricity co-generation (from crop residues) was an added revenue stream. Increased revenues were compared to costs within sectors as per changes in biophysical flows for the grower, harvesting, transport and milling segments in the chain. In general, predicted impacts on the farming and milling sectors were greater than anticipated by stakeholders, while the impacts on the harvesting and transport sectors were less than anticipated because of increased logistical efficiency possible in the sectors. A virtual experience of their supply chain facilitated more complete knowledge transfer about possible impacts of whole-crop harvesting to managers across the chain and thus increased their capacity to evaluate innovative business models involving the co-generation of electricity.

The next digital transformation: from an individual-centered to an everyone-to-everyone economy

2014 ◽  
Vol 42 (5) ◽  
pp. 9-17 ◽  
Author(s):  
Saul Berman ◽  
Anthony Marshall
Keyword(s):  
Value Chain ◽  
Chief Executive Officers ◽  
Business Models ◽  
Chief Executive ◽  
Disruptive Innovation ◽  
Digital Transformation ◽  
University Graduates ◽  
Organizational Boundaries ◽  
Content Type ◽  
Executive Officers

Purpose – Based on extensive interviews and analysis, the article aims to explain how the next digital transformation, which is already underway, will result in a paradigm shift from one that is customer-centricity to an everyone-to-everyone (E2E) economy. Design/methodology/approach – For the 2013 IBM Digital Reinvention Study that this article is based on, IBM researchers surveyed approximately 1,100 business and government executives and 5,000 consumers across 15 countries. Thirty leading futurists were also interviewed. Of those interviewed for the executive study, 42 percent are C-level executives, with Chief Executive Officers comprising 10 percent of that group. More than three-fourths of the consumer study participants are university graduates, with 68 percent between the ages of 25 and 54. Findings – E2E is characterized by hyper-connectedness and collaboration of consumers and organizations across the gamut of value chain activities: co-design, co-creation, co-production, co-marketing, co-distribution and co-funding. Prospering in an E2E setting demands disruptive innovation that challenges established norms and blurs organizational boundaries. Practical implications – In the future, organizations will operate in ecosystems of converging products, services and industries. Originality/value – The four key dimensions of the new E2E business models are: connectivity, interactivity, awareness and intelligence.

Conclusions

2011 ◽  
pp. 196-200
Author(s):  
Margherita Pagani
Keyword(s):  
Value Chain ◽  
Economies Of Scale ◽  
Business Models ◽  
New Technology ◽  
Interactive Television ◽  
End User ◽  
Early Adopters ◽  
Technology Innovations ◽  
The Government ◽  
Shed Light

Interactive multimedia and the so-called information highway, and its exemplar the Internet, are enabling a new economy based on the networking of human intelligence. In the digital frontier of this economy, the players, dynamics, rules, and requirements for survival and success are all changing. The difficulties in sustaining the business models, which have been recently created worldwide, makes this topic extremely relevant in order to understand the sustainability of competitive advantage in the television environment. How will the market for digital interactive television develop? We are going to be consuming more communication, both broadcast and narrowcast, and at least for the immediate future this communication will take digital forms. Costs and prices are falling because of technological progress in processing and transmission, and because of increased supplies of spectrum from the government, not merely for economies of scale in sharing pipelines. Conventional television seems to satisfy a demand for which interactive television is not a very good substitute. Many studies in the economic literature of leisure time use (Robinson & Goeffrey Godbey, 1997) shed light on the demand issue, and they affirm that part of the allure of television is freedom of choice and interactive television may actually be less appealing to people if they must invest more energy and imagination. Managers must not forget that the final player of the iTV value chain is obviously the end user, whose behaviour and preferences are critical factors determining the success of the other players and of the whole industry. Future demand and penetration of interactive TV is expected to grow very fast. Forecasts assert that Europe’s iTV penetration will reach 44% of European households by 2007, up from only 11% in 2002,1 with four countries (UK, France, Spain, and Italy) driving the growth and accounting for 70% of Europe’s iTV households. When considering these projections it is useful to remember the “crossing the chasm”2 paradigm in the technology-adoption lifecycle model. Crossing the chasm is jumping that empty area between the innovators’ segment and the early majority. The early adopters are iTV enthusiasts and are always looking forward to experience technology innovations. Being the first, they are also prepared to bear with the inevitable bugs that accompany any innovation just coming to market. By contrast, the early majority is looking to minimise the discontinuity with the old ways, and they do not want to debug somebody else’s product. By the time they adopt it, they want it to work properly and to integrate appropriately with their existing technology base. Visionary early adopters and the pragmatist early majority have completely different frames of mind about technology; because of these incompatibilities, early adopter surveys don’t help to really understand and to predict accurately how consumer behaviour might change as a response to the introduction of the new technology.

Introduction

2011 ◽  
pp. 1-16
Author(s):  
Veikko Hara ◽  
Karri Mikkonen ◽  
Timo Saarinen ◽  
Markku Tinnila ◽  
Jarkko Vesa
Keyword(s):  
Service Delivery ◽  
Value Chain ◽  
Business Models ◽  
Business Environment ◽  
End User ◽  
Customer Information ◽  
Depth Analysis ◽  
The Future ◽  
Future Value ◽  
The Voice

The convergence of information technology, communications, and content raises the question of how service and content providers can best guarantee a seamless customer experience in a multi-service, multi-channel, and multi-device business environment of tomorrow. In this chapter, we argue that one way to achieve this goal is for service and content providers to join forces with new types of channel partners called service mediaries. In this chapter, we analyze the current structure and future trends of multi-channel service delivery by using two frameworks: the BUMMAT model (Kallio et al., 1999), which focuses on service delivery from end-user perspective; and the Future Value Chain framework (Hara, 1999), which describes the layered structure of the future service delivery business. By combining these two perspectives, we offer an in-depth analysis of the various tasks and processes that are needed in order to deliver the newkinds of services and content in a multi-channel context. We will discuss the implications of these findings for telecom operators who are interested in transforming their business models from the voice- and access-centric paradigm to a data- and service-centric business model, where a company’s core competence will be in managing customer information instead of managing access networks. Our objective also is to help service and content providers to understand the current development in the telecom market, so that they have better chances to position themselves in the emerging value networks of digital services.

Industrie 4.0 by Siemens

2018 ◽  
Vol 20 (1) ◽  
pp. 31-45 ◽  
Author(s):  
Diana Cozmiuc ◽  
Ioan Petrisor
Keyword(s):  
Supply Chain ◽  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Production Equipment ◽  
Industrie 4.0 ◽  
Digital Transformation ◽  
The Internet ◽  
Customer Order ◽  
Digital Disruption

This article describes how digital disruption transforms all industries, leading to new business models based on the new technologies. In manufacturing, one model for digital disruption is Industrie 4.0, supported mainly in Germany. Proposals for Industrie 4.0 involve the virtualization and vertical and horizontal integration of the value chain, digital services, the digital transformation of products, the digital transformation of production equipment, the digital transformation of factories and supply chains. Whereas the former two are already in place today, the latter is researched and developed. Products and production equipment will be transformed from physical to cyber-physical. Together, they will negotiate as peers over the Internet of Things and form smart factories. Via the Internet of Services, the entire supply chain will be integrated. The most popular business model is mass customization, according to which the customer order triggers production and logistics in the entire supply chain. Siemens intends to use information technology to migrate customers to tomorrow's digitalization.

The Value Creation of B2B2C E-Business Mode based on SaaS

2012 ◽  
Vol 10 (3) ◽  
pp. 1-12 ◽  
Author(s):  
Li Zhao ◽  
Shouting Guo
Keyword(s):  
Customer Service ◽  
Inventory Management ◽  
Value Chain ◽  
Business Models ◽  
Business Processes ◽  
Information Service ◽  
Value Added ◽  
Enterprise Information ◽  
Information Construction ◽  
Business Mode

Due to the disadvantage of enterprise information construction in B2B and B2C business models, companies cannot keep up with immediate information in developing customer service, inventory management, and customer web front-end experience. Based on the SaaS information service concept, this paper solves business problems in information technology for introducing the integrated B2B2C E-business mode. To achieve participants’ utility optimization, the business processes based on value chain has been restructured, which reduces the transaction cost by information sharing. SaaS operators provide the professional value added services, including core services, forms services and extensive services.

scholarly journals Vision 2030 of Cloud Enterprise Resource Planning Systems (CERPS) in the Kingdom of Saudi Arabia

2019 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Nooradeen Adel AlGhazzawi ◽  
Nouf Essam Katooa
Keyword(s):  
Case Studies ◽  
Enterprise Resource Planning ◽  
Value Chain ◽  
Business Models ◽  
Resource Planning ◽  
Cloud Services ◽  
Value Chains ◽  
Data Systems ◽  
Online Data ◽  
New Business

Saudi businesses rely on effective data management to trade along their internal and external supply (value) chains and must continually monitor and upgrade legacy data systems. To understand these processes, this study explores the experiences of six diverse Saudi firms as case studies: an air transport data system, vertical integration of global firms' subsidiaries, a value chain system, and entrepreneurs taking advantage of cloud opportunities. Rather than following the literature in focusing on the decision making steps to upgrade organizational data-based resources, this research considers how the firms integrated cloud technologies with their existing or new business models. The case studies were conducted post-implementation of cloud data projects to qualitatively assess the expectations of owners and executives of firms from their initiatives.Overall, the findings were that firms' experiences when online resulted in better integration with upstream international suppliers, greater cost control, and adapted and new business model advantages. Of the cases, two retailers and an intermediary/retail stationer used their new cloud-based data resources by expanding to online sales platforms. The largest firm was able to use its industry leadership to develop online data integration with firms through its value chains. The remaining firms were more circumspect. The data infrastructure firm merely formed a cloud sibling company to enhance its core business. The airline's industry data provider moved all its clients to cloud services, and the wholesaler similarly agreed to contract with its value chain's digital provider.This paper is presented as an introduction including the purpose of the study, a short literature review, methodology, results, comparative analysis, and conclusions. There was insufficient opportunity to provide a detailed discussion placing the cases into previous findings, although this empirical study is focussed on cloud migration outcomes rather than change factors.

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