This paper, written in a business case format, introduces Roland DG as an example of how a Japanese companyapproaches the paradigm shift of Industry 4.0. The aim is to propose a conceptual model： The SCM 4.0, under thegeneral assumption that global high performers must build efficient and agile value networks by taking advantageof emerging technologies such as IoT, AI, and big data. Roland DG owns a digital production cell system and ismaking strategic investments to build IT infrastructure to manage in real time all global SCM end-to-end flows.The first step has been the implementation of advanced global SI＆OP and control tower systems, delivering quickresults. In this early stage of Industry 4.0, it is necessary to make the differentiation of SCM 4.0 as a derivate ofgrowth implicit to Industry 4.0 as the main assumption. Global companies that want to maintain their highperformance and competitiveness in the future need to build efficient and agile business networks with real-timedigital information flows to take maximum advantage of emerging technologies such as IoT and AI. Authorsconclude that there is a set of six key, success factors that are a sine qua noncondition, necessary but not sufficient.
展开▼
机译：本文以业务案例格式编写，介绍了Roland DG作为日本公司如何实现工业4.0范式转变的示例。目的是提出一个概念模型：在SCM 4.0的一般假设下，全球高性能企业必须利用物联网，人工智能和大数据等新兴技术来构建高效，敏捷的价值网络。 Roland DG拥有一个数字化生产单元系统，并正在进行战略投资来构建IT基础架构，以实时管理所有全球SCM端到端流程。第一步是实施先进的全球SI＆OP和控制塔系统，以提供快速的结果。在工业4.0的这一早期阶段，有必要使作为增长的衍生产品的SCM 4.0的差异隐含到作为工业4.0的主要假设。希望在未来保持高性能和竞争力的跨国公司需要利用实时数字信息流构建高效，敏捷的业务网络，以最大程度地利用物联网和人工智能等新兴技术。作者得出结论认为，有六个关键的成功因素是必要的，但不是充分的必要条件。
展开▼
