采购40工业40循环经济外文翻译中英文.docx

采购40工业40循环经济外文翻译中英文.docx

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采购40工业40循环经济外文翻译中英文

采购4.0、工业4.0循环经济中英文2020

英文

Procurement4.0anditsimplicationsonbusinessprocessperformanceinacirculareconomy

SurajitBag,LincolnC.Wood,

SachinK.Mangla,SunilLuthra

Abstract

ThepurposeofthisstudyistoidentifyhowProcurement4.0anddigitaltransformationsarerelatedandhowdigitaltransformationimpactstheintentiontooptimizetheprocurementprocessinthecirculareconomy.Themoderatingeffectofinformationprocessingcapabilityisalsoinvestigated.WesurveySouthAfricanmanufacturersandanalyzesurveyresultsusingthePartialLeastSquaresStructuralEquationModelling（PLS-SEM）approachtotesttheresearchhypothesesandourtheoreticalframework.Finally,asamplebusinessprocessissimulatedtoevaluatehowIndustry4.0automationcaninfluenceorganizationalprocurementprocessoptimizationandcirculareconomyperformance.ThefindingsofthisempiricalstudyindicatethatProcurement4.0strategypositivelyinfluencesbuyers’intentiontooptimizebusinessprocesses.Second,Procurement4.0performancereviewpositivelyinfluencesbuyers’intentiontooptimizebusinessprocesses.Third,informationprocessingcapabilitymoderatestheeffectofProcurement4.0performancereviewonbuyers’intentiontooptimizebusinessprocesses.Finally,buyers’intentiontooptimizebusinessprocessesplaysakeyroleinenhancingcirculareconomyperformance.Thesimulationresultsdemonstratethepotentialbenefitsfromindustry4.0applicationsintheprocurementfunctioninacirculareconomy.

Keywords：

Businessprocess，Circulareconomy，Dynamiccapabilityviewtheory，Optimization，Procurement4.0

1. Introduction

Increasingglobalcompetitionisimpactingmanufacturingbusinessesasintensecompetitioncreatesastrainonscarceresources,whichaffecttheiravailabilityandcostcompetitiveness（Feger,2014）.Therefore,manyfirmshaveinvestigatedtheopportunitytodevelopacirculareconomy（CE）businessmodel.CEbusinessmodelscanminimizetheexcessutilizationofscarcenaturalresourcesandalsoreducethevolumeofwastegeneration（Schroederetal.,2018）,andthereforesustainabledevelopment（SD）goalswouldbeachievedthroughCEprinciples（EllenMacArthurFoundation,2016）.ThecurrentstudyfocusesontheCEasaconceptbecomingincreasinglyimportantduetointernationaleffortsandmarketreactionsthatfocusattentionandlawsonsustainabilityimprovements（Woodetal.,2018）.

Thestudywill,therefore,providemanagerialleversorareasthatmanagerscandirectlyinfluencethatwillresultinimprovementsinCEperformance.WhileProcurement4.0canbringmanybenefits（BienhausandHaddud,2018）,itisnotalwaysclearhowtotranslatethetechnologiesintoCEperformancegains.Thisstudyestablishesafoundationforexplainingtheseconnections,andmakestwoprimarycontributions.First,itexplorestheemergingphenomenonofProcurement4.0andprocurementprocessoptimizationintheCE.Second,itexaminesthemoderatingroleofinformationprocessingcapability.SinceresearchonProcurement4.0remainsnascent,andmostrelatedstudiesareconceptualandexploratory,thisempiricalstudyelaboratesonthegrowingtheoryinthisarea.

Thesubsequentsectionpresentsasynthesisofliteraturereviews,presentstheresearchpropositions,anddevelopsaconceptualresearchframework.Next,researchmethodsarepresented.Themanuscriptthenpresentstheresultsobtainedthroughtheempiricalsurvey,followedbysimulationresults.Thefinalsectiondiscussesmanagerialimplicationsandconclusions.

2. Literaturereview

Inthissection,wepresentareviewofProcurement4.0andCEtodevelopacommonunderstandingofhowthesesubjectsarerelated.

2.1. Procurement4.0

Managerstreattimeasacriticalelementseparatefromelementssuchasworkforceandworkingcapital.Cuttingdownwastageinmovementandmaterialhandlingcaneliminatedelaysandpotentiallyenhancecustomersatisfaction.Reductioninleadtimescanbeacompetitiveadvantageforfirms.Timemanagementisthemirrorimageofcostmanagementandyieldmanagement（TersineandHummingbird,1995）.Therefore,firmscanreapbenefitsbyreducingtotalcycletimeinalloperationalactivitiessuchasdesigntimereduction,procurementcycletimereduction,manufacturingsetuptimereduction,manufacturingtimereductionandbetterdeliverytimes（Ngetal.,1997）. Ngetal.（1997） reportedthatlessfocushadbeengivenbypastresearcherstowardsthereductionofcycletimesinprocurementactivities.

Theprocurementfunctionincludespurchasingandsupplymanagement,alongwithmanaginginboundandoutboundlogistics.Theseactivitiesconsumethemosttimeformanufacturingfirmswhileexecutingsalesordersand,therefore,canbeconsideredasasignificantaspectofthefirm’ssustainability.Supplierselectionultimatelyplaysakeyroleasitcaninfluencethedeliveryleadtimes.Also,theprocurementtransactionprocess（manual/semi-automated/automated）impactsthecycletime.Finally,theprocurementcycletimecanalsovarydependingonthenatureofcollaborativerelationshipswithsuppliers（Ngetal.,1997）.Strategicpurchasingandthestrategicflexibilityofthefirmcansignificantlyimprovesupplychainagility（Chiangetal.,2012）.

Ithasbeenestablishedthatprocurement’sconnectionwiththefirm’scorporatestrategyoncutting-edgeproductionvariesbetweencountrygroupsandovertime.InEurope-orU.S.-basedfirms,thereisevidenceofalinkbewteenprocurementstrategyandcorporatestrategy（Yangetal.,2013）.Thenextgenerationofmanufacturingfocusesonsmartmanufacturingtechnologies（Kusiak,2018）.Comparedtotraditionalmeasuressuchascostsandquality;modernmanufacturingdemandshighsupplysecurityandtheabilityofsupplynetworkstorestorenormaloperationsimmediatelyafterdisruptions（Brennanetal.,2015）.

Toolsandguideshavebeenproposedtosupportmanagers’understandingofdigitalization,suchasagridprovidingtwocategoriesofdigitalizationtechnologiesusedbymodernmanufacturersintheprocurementfunction（SraiandLorentz,2018）.Thefirstcategoryconsistsofbasictechnologies（Internet）andthesecondcategorycomprisesofadvancedtechnologies（e.g.,theuseofIoT,artificialintelligence（AI）andmachinelearning（ML）,bigdataanalytics（BDA）,blockchaintechnologies,andadvancedmanufacturingtechnologies）.

Companiesareusingbasictechnologiesine-procurement（e.g.,e-orderingande-sourcingthatisoftenpoorlyintegratedwithe-tenderingande-informingapplications）whileadvancedtechnologiesareusedforburdenreduction（automatedprocuretopay,materialflow,automatedsupplierhelpdesk,virtualprocurementassistantandsmartmaintenance）;internaldevelopment（real-timespendandotherKPIsthroughmobileapps,realisticTCOswithdata,AI-basedcategorymanagement,andsmartcontractmanagement）andbroadvaluecontribution（virtualsupplierroomwithscorecards,supplychaindashboards,blockchain-basedproductinformationrecord,virtualproductassessments,cloud-basedriskanalyticssystemsandvirtualsupplymarkets）andauditsthroughexternalresourcemanagementandsupplyknowledgegeneration（Nicoletti,2018）.

Thevolumeofunstructureddatageneratingfromavarietyofsourcesinthissmartmanufacturingerahasgivenbirthtobigdataandpredictiveanalytics（BDPA）approaches.Thewide-spreaduseoftheinternetandotherinformationtechnology（IT）advanceshaveenabledmanufacturerstoextractinformationinreal-timeduetoimprovedcommunicationandflowofinformation（KacheandSuering,2017）.

ThebenefitsderivedfromBDPAdrivemanufacturerstowardsincreasedadoptionandapplicationofdigitaltechnologies.BDPAplaysaninstrumentalroleinthemanagementofbusinessprocessesandfasterdecisionmaking（Brinch,2018）.BDPAcanbeagame-changerintoday’scomplexsupplychainnetworkedenvironmentbyallowingmanufacturerstoarrangetimelysupply,reducebufferinventoriesandoperateinaleanway.BusinessescanimprovetheirsupplychainperformancebyimplementingBDPA（Bag,2017）,andspecificperformanceimprovementscanbedeveloped,suchasimprovedleadtimes（KacheandSuering,2017）.

DeBúrcaetal.（2006） foundthatITcomplexitymoderatestherelationshipbetweenservicepracticesandserviceperformance.Informationandcommunicationtechnologies（ICT）cantransformmanufacturinginthisdigitalage.ICTcanempowertopfloormanagementdecisionmakingtoshopfloorworkersintheirdaytodayoperations（Leyeretal.,2018）.Data-drivendecisionsupportsystemscanbetterdrivesuccessthanolder,human-basedsystems（Woodetal.,2017）.

Theintegrationofoperationswithsuppliersenablesfirmstocapturethebenefitsfromtheexchangeofinformation（Vanpouckeetal.,2017）. Vanpouckeetal.（2017）additionallyreportedthatITuseisanimportantfoundationfortheintegrationofsuppliers.

Thegradualmovementoffirmstowardsdigitalizationearmarkstheeraofthefourthindustrialrevolution,popularlycalledI4.0.InanI4.0environment,firmscanincreasinglyconnectandintegratewithsuppliers（upstream）andcustomers（downstream）inthenetworkthroughthewirelessinternetofeverything.Secondly,transparencyofinformationcancreatevirtualcopiesofthephysicalplant.Thirdly,cyber-physicalsystemscanenabledecentralizeddecisionmaking,andlastly,decisionsupportsystems（usingmobileapps）canprovidetechnicalassistance.Theseprinciplescanbeusedasabasistodesignprinciplesfordigitalizingprocurementfunction（ThamandLuo,2013; KlötzerandPflaum,2015）.

Thecombinationofdigitizationandprocurementisanemergingarea;inthisresearch,theterm‘Procurement4.0’（applicationofI