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This event is open for all professionals interested or currently working in Starups in Hanoi, or supply chai professionals in Hanoi, or who are interested in looking for business collaboration for U.S. market through meeting with a delegation of Baylor University (U.S.), Executive Master Program.

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SOURCING / BUSINESS DEVELOPMENT MANAGER - FERGUSON GLOBAL

Ferguson Global is seeking a Sourcing / Business Development Manager to assist in our Southeast Asia sourcing expansion. This position will report directly to our Regional Manager based in Taiwan and work closely with our staff at Ferguson Enterprises, LLC headquarters in Newport News, VA, USA.

PROJECT MANAGER - ALCON SINGAPORE

The Project Manager (PMO) is a highly visible role that is responsible for driving the transformation activities for Singapore Replenishment Center (SRC) and 3rd party service providers’ warehouses migration from current location to a new location. This leader will lead cross-functional internal and external resources and has overall accountability of the execution and performance of projects and transformation initiatives.

WAREHOUSE OPERATION MANAGER - MAERSK

Manage DC daily operation activities at warehouse facility. To ensure strict execution of the SOP and meet KPIs.

Industry 4.0: The Future of Productivity and Growth in Manufacturing Industries (Part 4)

2015-04-17 22:12:56

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The Way Forward

Industries and countries will embrace Industry 4.0 at different rates and in different ways. Industries with a high level of product variants, such as the automotive and food-and-beverage industries, will benefit from a greater degree of flexibility that can generate productivity gains, for example, and industries that demand high quality, such as semiconductors and pharmaceuticals, will benefit from data-analytics-driven improvements that reduce error rates.

Countries with high-cost skilled labor will be able to capitalize on the higher degree of automation combined with the increased demand for more highly skilled labor. However, many emerging markets with a young, technology-savvy workforce might also jump at the opportunity and might even create entirely new manufacturing concepts.

To actively shape the transformation, producers and system suppliers must take decisive action to embrace the nine pillars of technological advancement. They must also address the need to adapt the appropriate infrastructure and education.

 

Producers Must Set Priorities and Upgrade the Workforce

 

Producers have to set priorities among their production processes and enhance their workforce’s competencies, as follows:

  • Identify key areas for improvement, such as flexibility, speed, productivity, and quality. Then, consider how the nine pillars of technological advancement can drive improvement in the designated areas. Avoid becoming stuck in incremental approaches; instead, consider more fundamental changes enabled by a combination of the nine technologies. 
     
  • Analyze the long-term impact on the workforce and conduct strategic workforce planning. Adapt roles, recruiting, and vocational training to prepare the workforce with the additional IT skills that will be required.

While these improvements already hold significant potential for existing industries, emerging fields could use Industry 4.0 technology to disrupt existing standards using innovative factory layouts and production processes. 

 

Suppliers Must Leverage Technologies

 

Manufacturing-system suppliers need to understand how they can employ technologies in new use cases to offer the greatest benefits to their customers. These technologies can be leveraged for different offerings, such as the enhancement of networked embedded systems and automation, the development of new software products, and the delivery of new services, such as analytics-driven services. To build these offers, they must put the right foundations in place:

  • Define which business model to leverage for their enhanced or new offers. 
     
  • Build the technological foundation, such as the tool base for analytics. 
     
  • Build the right organization structure and capabilities. 
     
  • Develop partnerships that are essential in the digital world. 
     
  • Participate in and shape technological standardization.

In parallel, system suppliers need to build a scenario-based vision of the long-term industry evolution and ensure that their strategy will prepare them for the most likely scenarios.

 

Infrastructure and Education Must Be Adapted

 

Producers as well as suppliers must work to adapt infrastructure and education as they embrace the technologies of Industry 4.0. This is best addressed through a combined effort involving government, industry associations, and businesses to achieve the following:

  • Upgrade technological infrastructure, such as fixed- and mobile-broadband services. Infrastructure must be rendered fast, secure, and reliable enough for companies to depend on it for near real-time data. 
     
  • Adapt school curricula, training, and university programs and strengthen entrepreneurial approaches to increase the IT-related skills and innovation abilities of the workforce. 

 


 

Industry 4.0 presents tremendous opportunities for innovative producers, system suppliers, and entire regions. But, as with previous transformational developments, Industry 4.0 also poses a severe threat to laggards. As business models, economics, and skill requirements shift, we could well see major changes in top positions, at both the company and regional levels.

Source: BCG