• BUSINESS & “INDUSTRY 4.0”

    MODELLING CONCEPTS FOR EFFICIENT PORT LOGISTICS MANAGEMENT

    Industry 4.0, Vol. 3 (2018), Issue 1, pg(s) 47-49

    Port logistics is a vital element of international shipping and logistics management. The type and scope of port management influences the overall functioning of the international supply chains. Modern approaches for supply chain management, efficient business processes control and information exchange, based on advanced technology, are to be considered synchronously. The present article analyses the organization of port management processes, its components and the information flows with business stakeholders. The proposed conceptual model aims at improvement of port management performance in terms of logistics management, integration and mainstreaming of business processes.

  • BUSINESS & “INDUSTRY 4.0”

    THE INFORMATION SYSTEM OF RELATIONSHIP MARKETING IN THE INDUSTRIAL MARKET

    Industry 4.0, Vol. 3 (2018), Issue 1, pg(s) 43-46

    The article discusses the importance of information support of marketing activity for industrial enterprises implementing the concept of relationship marketing. The authors analyzed the model of the marketing mix «4C» and «4R» as the most efficient for the relationships with customers. The structure of data flows in the implementation of the «4C» and «4R» models of the marketing mix is presented. It is developed a set of action for the tools included in the model «4R» for the Russian company – the manufacturer profile of polyvinyl chloride construction items. It is concluded that effective information system of management for relationship marketing in the industrial market will maintain a long-term relationship with partners by the creating and supporting a close relevance between the enterpriseand customers.

  • BUSINESS & “INDUSTRY 4.0”

    COLLABORATION AND EVOLUTION SCENARIOS FORDIGITAL PRODUCTS, NETWOKS, ENTERPRISES AND DIGITIZATION OF THE EUROPEAN INDUSTRY

    Industry 4.0, Vol. 2 (2017), Issue 6, pg(s) 283-289

    From the mid 70-es, when the microelectronic devices could be integrated into industrial product and production equipment, the cooperation among European countries entered into a new era. The author’s personal carrier has touched several areas of automation and networking technology aspects throughout this progress domain. Cooperation and international networking for industrial research and development has evolved along the development of ICT technologies that finally led to the advent of cyber-physical systems, IIoT and many related technologies as BigData, Cloud-computing, Analytics integrated with Artificial Intelligence, DeepLearning, remote and teleoperations, AR&VRetc. This paper gives selected samples form the vast initiatives presently accessible for those, who take up actions along the Industry4.0 global arena, as EU FPs, EUREKA, ManuFuture ETP,etc.

  • BUSINESS & “INDUSTRY 4.0”

    THE ROLE OF PROJECT MANAGEMENT FOR SUCCESSFUL PERFORMANCE AND SUSTAINABLE BUSINESS GROWTH

    Industry 4.0, Vol. 2 (2017), Issue 6, pg(s) 290-293

    Today’s business environment is highly dynamic, unstable, and characterised by many unpredictable challenges. This paper provides a review of the role of project management for improvement of performance, as well as for establishment and implementation of strategies for sustainable growth. Project management is considered as an effective approach for efficient planning, risk management, provision of informed decision-making about the company resources, monitoring, and measurement of performance results. On the basis of these advantages, the paper will also present practical recommendations for integration of project management at the levels of business strategy, structure, and processes.

  • BUSINESS & “INDUSTRY 4.0”

    WHAT DOES INDUSTRY 4.0 MEAN FOR SUSTAINABLE DEVELOPMENT?

    Industry 4.0, Vol. 2 (2017), Issue 6, pg(s) 294-297

    Sustainable development is an integral part of economic development in all countries, even when attention is driven away from it. The balance between the need of humanity to produce and the desire to not destroy the planet in the process is constantly questioned and shaken. With the disruptive new models that Industry 4.0 has shown to the world, and with the constantly expanding opportunities for technologies, production, and improvement of the way businesses function, the question of sustainability stands. How will the new business models affect sustainable development, and will they manage to put humanity’s future in the spotlight? This paper explores the opportunities to sustainable development, introduced by Industry 4.0.

  • BUSINESS & “INDUSTRY 4.0”

    SUGGESTED INDICATORS TO MEASURE THE IMPACT OF INDUSTRY 4.0 ON TOTAL QUALITY MANAGEMENT

    Industry 4.0, Vol. 2 (2017), Issue 6, pg(s) 298-301

    The development of “Smart Factories”, featured by the arrival of “Internet of Things”, “Cyber-Physical Systems”, “Cloud Computing”, “Big Data” etc., became widely deployed at the industrialized economies. Several researches highlighted the impact of utilizing such technologies (so-called Industry 4.0) on the industry; i.e. enhancement of products’ quality, manufacturing processes, and customers’ satisfaction. However, very few researchers focused on determining the impact of Industry 4.0 on enhancing the practice of Total Quality Management (TQM). This paper identified the set of qualitative and quantitative measures that can be used to determine the impact of implementing Industry 4.0 technologies at any industrial firm from a TQM perspective. The paper explored the TQM principles, identified qualitative and quantitative measures to be assessed, and suggested the means of data gathering sources and analysis techniques, hence, it would be possible in further research to determine the quantitative impact of Industry 4.0 on TQM

  • BUSINESS & “INDUSTRY 4.0”

    INDICATORS OF STARTUP FAILURE

    Industry 4.0, Vol. 2 (2017), Issue 5, pg(s) 238-240

    Startup is a newly established enterprise, or an enterprise at the foundation stage, which is focused on monetizing an idea. According to the European Association of Business Angels there are launched about 50 million new projects every year (137,000 per day), but 90% of them fail. In the paper we analysed 51 startups, which had a minimum viable product and also some investment, but failed. The main aim of the research was to identify the factors leading to the failure of startups. The result has been to create an overview of the mistakes that young entrepreneurs commit at the early beginning.

  • BUSINESS & “INDUSTRY 4.0”

    INFLUENCE OF SELECTED ATTRIBUTES IN ASSEMBL SYSTEMS PLANNING ITH USE OF SIMULATION SOFTWARE

    Industry 4.0, Vol. 2 (2017), Issue 5, pg(s) 232-235

    At present, there is an increasing emphasis on planning production and assembly systems. In the planning phase, it is important to eliminate as much as possible, ideally all deficiencies and errors of the intended system. Simulation software helps to find shortcomings in production or assembly systems. Using simulation, we can analyze individual parts of production systems in a virtual environment before they are implemented. This all leads to cost savings in the implementation of production systems. The article deals with simulation of production systems and their planning. The case study will illustrate the simulation process in choosing the right manufacturing system.

  • BUSINESS & “INDUSTRY 4.0”

    MANAGEMENT OF THE VALUE ADDED MADE BY THE ENTITY USING SIMULATION MODELING

    Industry 4.0, Vol. 2 (2017), Issue 5, pg(s) 236-237

    The main issues are considered in this topic: choice of corrective actions; monitoring of values of key indicators and corrective actions; assessment with use of a simulation modeling of an expectation of values of key indicators and the operating influences during the specified periods; determination by means of simulation modeling of change of sizes of corrective actions for transition from "crisis" by the "successful" periods of work of the entity.

  • BUSINESS & “INDUSTRY 4.0”

    INTEGRATING OPEN DATA INTO COMPANIES’ BUSINESS MODELS FOR FOSTERING DIGITAL TRANSFORMATION

    Industry 4.0, Vol. 2 (2017), Issue 4, pg(s) 189-192

    Horizontal and vertical integration of companies within the value networks plays a substantial role for faster and wider implementation of Industry 4.0 and adoption of new digital business models. The policy for open data encourages companies to integrate more data flows coming from public sources into their operations. Thus, digital transformation of companies needs to reconsider the available public and open data flows and to improve their business models. The present paper aims to present and analyze how companies can integrate Open data in digital transformation process and new business models` adoption. The main elements of digital business models within Industry 4.0 and smart factories is introduced and discussed. Open data models and standards are analyzed and assessed as a source for value creation within companies. Finally, the paper identifies and discuss the main approaches for companies to implement open data into their business models.