Digital transformation as an approach to a warehouse 4.0

Intrinsic value of food chain data

Construction materials management plays a significant role in the success and profitability of construction projects. Some of the problems relating to materials management are materials shortages, delays in supply, price fluctuations, damage and wastage, and lack of storage space. To overcome the problem, the advent of ICT has been largely exercised in developed countries to aid and improve construction materials management. Overall, there are five processes involved within the materials management, namely planning, procurement, logistics, handling, stock and waste control processes. Studies have shown that the use of ICT in managing the materials on site has not fully utilised by many construction firms despite of the potential benefits. This is due to some barriers faced by the construction firms in adopting the ICT. This research was carried out to investigate the adoption of ICT among the construction firms in Sarawak at the different process of materials management as well as to determine the requirements needed to increase the usage of ICT in material management. Qualitative approach has been chosen to conduct the research where face-to-face semi-structure interviews was carried out among ten selected construction firms registered with CIDB. Content analysis was done to analyse the transcribed interviews to determine the themes. The findings showed that there were high numbers of common ICT tools involved at the planning and procurement stage of materials management processes while handling and waste and stock control stage have the lowest adoption of ICT tools. It was also found that modern tracking technologies such as RFID and bar coding system used in developed countries has not been utilized and can be considered as non-existence in construction firms' materials management. This was due to the high investments required to purchase the ICT tools such as the hardware, staffs training as well as qualified ICT specialist for specific software knowledge and technology testing of automation or wireless technologies.

Disruptive innovation is regarded as the most influential innovation theory in business theory in the early 21st century. Clayton Christensen, the founder of the theory, has attracted extensive attention both in theory and practice since the theory was founded more than 20 years ago. This concept was elaborated and developed in Christensen’s 1997 book, The Innovator’s Dilemma, and in subsequent articles and monographs. Specifically, although disruptive innovation involves a lot of content, its core content needs to meet four basic criteria: (1) locking customers in a new way; (2) usually lowering gross profit; (3) usually not following the traditional trajectory of improving the performance valued by mainstream consumers; (4) introducing new trajectory of performance and improving performance along parameters different from the traditional ones. In addition, the disruptive innovation theory has been also described as the game between two types of enterprises with asymmetric capacity resources. Usually it describes the game between new entrants and incumbents. The weak side must rely on innovation to subvert their strong competitors. The crux of the problem is what the strategies are taken by the weak side. Christensen argues that new entrants must choose a customer base that differs from incumbents and they need new technologies to produce better qualified and lower priced products. If low-end customers are selected, it is the low-end customer disruptive innovation strategy; if potential consumers are selected, it is the new market disruptive innovation strategy, and a disruptive innovation strategy is an effective way to defeat strong competitors. This paper reviews the theory of disruptive innovation, classifies and analyzes the research and practice of disruptive innovation theory in the past more than two decades by means of literature review, and objectively comments on the misunderstanding, modification and development of disruptive innovation. In addition to The Innovator’s Dilemma, Christensen’s other books and papers are also reviewed. The main contributions of this paper can be divided into three aspects: (1) It systematically reviews and analyzes the literature of disruptive innovation in the past more than 20 years, which is of great significance to the theoretical researchers and practitioners of disruptive innovation, particularly in China. (2) It proposes the MSE innovation model and the future direction of disruptive innovation in the digital economy. As for the MSE innovation model, since 2014, Christensen has continually proposed three different theoretical explanations based on disruptive innovation, which are market creating innovation, sustaining innovation and efficiency innovation. (3) It elaborates the problems and prospects of disruptive innovation theory in the context of digital economy. The authors identify four potential directions for disruptive innovation in the digital economy. First, we propose that as digital transformation becoming more important in both developed and emerging economies, the future development of disruptive innovation will be linked to the integration of digital technologies and promote the development of the digital economy. Second, in the digital economy, entrepreneurs do not have enough time to learn new knowledge. In this unstable environment, the ability to make relevant immediate decisions becomes a competitive force, providing new entrants with the opportunity to compete in the market. Third, since both disruptive and breakthrough innovations can be explained by asymmetric theories/models and are developed based on the discontinuous technologies, as a result, they are all facing competition from mainstream markets. In addition, the theory and practice of disruptive innovation are dynamic processes. Fourth, while we cannot deny the value of disruptive innovation, we cannot ignore that it may not have a positive impact on society when it is implemented. Therefore, researchers should increasingly focus on the “positive side” of technology, including disruptive technology, because it is highly correlated with people’s desire for a better society. The future development of this theory can expand its application scope and strengthen its positive role in social economy. Finally, the authors recognize that gaps between the disruptive innovation theory and practice need to be filled by researchers in the future.

With the rapid advancement of digital technologies, information security enterprises face unprecedented challenges and opportunities. Against this backdrop, this study focuses on information security enterprises, examining how digital innovation and digital transformation influence technological innovation through digital disruption. It aims to reveal the impact mechanisms of digital innovation, digital transformation, and digital disruption on technological innovation within information security enterprises by investigating the interactions and influence pathways among these variables. Drawing upon dynamic capability theory, the technology-organization-environment (TOE) framework, digital disruption theory, and the digital transformation maturity model, a theoretical model was constructed to capture the relationships among digital innovation, digital transformation, digital disruption, and technological innovation. This study collected 446 valid samples from Chinese information security enterprises through questionnaire surveys. Empirical analyses included reliability and validity assessments, correlation tests, difference tests, and structural equation modeling (SEM). The findings reveal that both digital innovation and digital transformation significantly and directly promote technological innovation within information security enterprises. Furthermore, digital disruption plays a crucial mediating role between these two factors and technological innovation. This research not only enriches theoretical studies on digital innovation and transformation pathways in the information security field but also provides practical guidance for enterprises to achieve technological innovation during digital transformation. Additionally, it offers a reference basis for government and industry regulators in formulating relevant policies, demonstrating significant theoretical value and practical significance.

The year 2010 was an important turning point for China’s economy, and the digital economy has become its new feature. In the digital economy wave, digital transformation and innovation are two essential starting points for enterprise development. Few studies have examined the effect of companies’ digital transformation on disruptive innovation, neglecting the role of entrepreneurship. This study aims to address this research gap by developing an analytical framework for digital transformation, entrepreneurship, and disruptive innovation. Based on China’s A-listed firms from 2010 to 2021, we use Python to create indicators for digital transformation and examine its impact on disruptive innovation and the role of entrepreneurship using a double fixed-effects model. The results demonstrate that digital transformation significantly promotes disruptive innovation, and entrepreneurship positively moderates this relationship. Furthermore, heterogeneity analyses show that digital transformation’s positive effects of disruptive innovation and entrepreneurship are more pronounced in non-SOEs, companies in growth and decline stages, and nonmanufacturing companies. However, in SOEs and manufacturing firms, entrepreneurship was unable to moderate this relationship. The conclusions reflect the exploration of the realization mechanism and micro-foundations of the current, in-depth digital transformations, and the findings provide reference guidelines for enabling enterprises to realize digital transformation and disruptive innovation and, relevant experiences.

Part of material and inventory management is one of important factor for business interests. But importance of material and inventory management in domestic construction project has been relatively devalued. The existing study of inventory has been studied with limited individual factor about inventory management. Therefore construction material management needs improvement via an accurate prediction with whole and systematic process viewpoint. and existing theory of material and inventory introduction to construction from manufacturing needs reflecting characteristics about construction project. This paper suggests material management process for economic material management. This paper to make a unit curtain wall of case construction project comparison between total cost of existing material management process and total cost of economic order quantity of proposal material management process To verify usefulness of order point and order quantity determination process.

Cruise shipbuilding is the top engineering work in the shipbuilding industry. It needs strong support in terms of design, building and auxiliary services. Many countries are good at building different kinds of large ships, but even if a lot of manpower, material and financial resources have been invested, they haven’t mastered cruise shipbuilding techniques. Thanks to a supportive cruise market foundation and advanced shipbuilding technologies, Europe has been the most important cruise shipbuilding base, especially Italy, Germany and Finland. After years of development, these countries have developed mature technologies for building all kinds of cruises and are now in an absolute leading position. In order to build cruise ships, sound supporting systems are necessary. So there are always plants providing all kinds of spare parts and services around cruise shipbuilding plants. These supporting plants highly rely on cruise shipbuilding plants, and some of them would develop into core suppliers. Besides cruise shipbuilding, cruise ship repair is also a key part of the cruise industry chain. It's the foundation for ensuring long-term safe operation. Cruise ship repair is not as difficult as cruise shipbuilding. Repair factories are not that centralized, and many ship repair factories could also repair cruise ships. China is known as a large shipbuilding country but is still in the initial stage of cruise shipbuilding. To make progress in building large Chinese cruise ships, Chinese cruise shipbuilding plants should cooperate with overseas peers, and run the cruise repair business based on their existing ship repair experiences, to provide stronger support for the development of the Chinese cruise industry, further expand cruise economic and industrial chains and increase the economic contribution of the cruise industry.

Reconsidering laboratory-based anatomy within the backdrop of digital transformation: Bringing an old practice into a new world.

In an era where technological disruptions and methodological innovations are reshaping project management, this study delves into the evolving dynamics of the field. The paper aims to explore how advancements in technology and the adoption of new methodologies are influencing project management practices, with a particular focus on the integration of digital transformation, artificial intelligence, and agile methodologies. Employing a systematic literature review, the study meticulously analyzes a range of contemporary sources, including case studies and academic research, to provide a comprehensive understanding of the current trends and challenges in project management. The scope of the paper encompasses the impact of cutting-edge technologies like AI, machine learning, and big data analytics on decision-making processes, the effectiveness of virtual and augmented reality in project planning, and the crucial role of emotional intelligence and leadership in ensuring project success. The main findings reveal a significant shift towards more flexible, technology-driven project management practices. The study highlights the necessity for project managers to adapt to these changes by developing skills in digital technologies and innovative practices. It also underscores the importance of strategic alignment of project management practices with organizational goals and stakeholder expectations. Conclusively, the study recommends fostering a culture of innovation and flexibility within organizations to navigate the complexities of modern project environments effectively. It emphasizes the need for continuous learning and skill development to keep pace with technological advancements and advocates for a strategic approach to the adoption and implementation of new project management methodologies.
 Keywords: Project Management, Digital Transformation, Agile Methodologies, Technological Advancements

<em>PT. Prima Sejati Sejahtera as one of the subsidiaries of PT. Pan Brothers Tbk. which is engaged in garment production. The company's mechanical department in managing spare part inventory is still using intuitive method, where the number of spare part order for certain periods based on spare part demands data onto the previous period. The company’s mechanical department often stock out of spare parts. Spare part’s inventory management becomes a complex issue because of the need for fast response to handle the downtime of machines, and the risk of obsolescence of spare parts. So in this research will discuss about spare part inventory control which is started with spare parts grouping by using ABC analysis method to determine the appropriate inventory control method for each group. There are 23 spare parts which included in group A. The forecast of spare part’s demands to use Croston, Syntetos-Boylan Approximation (SBA) and Single Exponential Smoothing (SES). Comparison of each forecasting method will be determined by the value of forecasting errors (MAD). It is known that there are 12 spare parts with Croston method in the best forecasting method, 6 spare parts in Syntetos-Boylan Approximation (SBA) method and 5 spare parts with Single Exponential Smoothing (SES) method. Based on the best forecasting result, it will be calculated the value of safety stock (SS), reorder point (ROP) and the optimal number of ordering (Q) using Continuous Review method for each spare part.</em>

Drawing upon knowledge management theory and dynamic capability theory, this study introduces two mediating variables, namely organisational unlearning and organisational flexibility, to unveil the underlying mechanism of how digital transformation empowers disruptive green innovation in enterprises and to enhance the theoretical comprehension of the implementation path of disruptive green innovation in enterprises. Quantitative data were gathered from 186 enterprises in China. Regression analysis was employed to test hypotheses. The results show that digital transformation exerts a positive impact on disruptive green innovation in enterprises. Organisational unlearning and organisational flexibility partially mediate the impact of digital transformation on disruptive green innovation. Moreover, organisational unlearning and organisational flexibility play a chain mediating role between digital transformation and disruptive green innovation. This study facilitates the deep integration of digital transformation and disruptive green innovation, providing theoretical and practical guidance for enterprises to more effectively implement and manage disruptive green innovation in the digital economy context.

BackgroundDigital innovation, introduced across many industries, is a strong force of transformation. Some industries have seen faster transformation, whereas the health care sector only recently came into focus. A context where digital corporations move into health care, payers strive to keep rising costs at bay, and longer-living patients desire continuously improved quality of care points to a digital and value-based transformation with drastic implications for the health care sector.ObjectiveWe tried to operationalize the discussion within the health care sector around digital and disruptive innovation to identify what type of technological enablers, business models, and value networks seem to be emerging from different groups of innovators with respect to their digital transformational efforts.MethodsFrom the Forbes 2000 and CBinsights databases, we identified 100 leading technology, life science, and start-up companies active in the health care sector. Further analysis identified projects from these companies within a digital context that were subsequently evaluated using the following criteria: delivery of patient value, presence of a comprehensive and distinctive underlying business model, solutions provided, and customer needs addressed.ResultsOur methodological approach recorded more than 400 projects and collaborations. We identified patterns that show established corporations rely more on incremental innovation that supports their current business models, while start-ups engage their flexibility to explore new market segments with notable transformations of established business models. Thereby, start-ups offer higher promises of disruptive innovation. Additionally, start-ups offer more diversified value propositions addressing broader areas of the health care sector.ConclusionsDigital transformation is an opportunity to accelerate health care performance by lowering cost and improving quality of care. At an economic scale, business models can be strengthened and disruptive innovation models enabled. Corporations should look for collaborations with start-up companies to keep investment costs at bay and off the balance sheet. At the same time, the regulatory knowledge of established corporations might help start-ups to kick off digital disruption in the health care sector.

Digital transformation has impacted all areas of life, including human resources management. Studying digital maturity is relevant because it can help organizations adapt to change and improve human resources strategies for successful transformation. This study explored the relationship between digital maturity, transformation, and human resources management and how organizations can use digital technologies to increase maturity and opportunities and cope with obstacles. Complex analysis, synthesis, induction, deduction, and analogy methods were used as methodical tools to analyse literary sources, information, and communication technologies. The importance of digital maturity for human resources management practices and processes and the digital transformation process in management functions was explored. The drivers, challenges, and outcomes associated with digital transformation initiatives were identified, and the impact of digital maturity and transformation on stability was analysed. The study also examined the possible trade-offs between maintaining stability and promoting development through digital technologies. The importance of continuous learning, training, and skill development in human resources management was assessed to achieve and maintain digital maturity. A conceptual framework focused on the relationship between sustainability and development in the context of digital maturity and transformation in human resources management, providing a comprehensive understanding of these dynamics. The research can help manage digital transformation effectively, provide helpful information for academic and practical human resources management applications, and bring a new perspective to the balance between sustainability and development

– Material management plays a vital role in construction, significantly impacting project costs, efficiency, and overall success. In both commercial and residential projects, materials contribute over 60% of total expenditures, emphasizing the need for an efficient management system. Traditional manual tracking methods often result in inefficiencies, delays, and cost overruns. However, technological advancements, particularly System Application and Product (SAP) software, have revolutionized material management by optimizing procurement, inventory control, and consumption tracking. Implementing SAP enhances productivity, minimizes waste, and ensures timely project completion. An efficient material management system ensures the right quality and quantity of materials are procured, delivered, and handled effectively at a reasonable cost. This study compares traditional methods with SAP-based solutions, highlighting their advantages. A survey conducted across construction firms in Chennai provides insights into current material management practices. The research focuses on SAP’s impact on cost control, inventory management, procurement efficiency, and overall operational effectiveness in the construction industry.

Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.