FNEGE MEDIAS
FNEGE MEDIAS
Industry 4.0 and the Quest for Sustainability in Supply Chains
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Industry 4.0 and the Quest for Sustainability in Supply Chains

Sustainability is increasingly vital for companies, addressing regulations, customer expectations, cost, and efficiency. Industry 4.0 introduces powerful tools like Internet of Things (IoT), Artificial Intelligence (AI), Blockchain, and Big Data Analytics, which enable real-time data sharing, automation, and greater traceability across supply chains.

However, successful implementation requires strategic integration: companies must set clear objectives, map processes, and align with partners to form a unified digital network.

This approach fosters transparency and real-time collaboration, which can reduce waste and optimize resource use, ultimately driving sustainable growth and improving customer satisfaction.

Mots clés

Médias de la même institution

The existing literature on the legitimacy of daughters in the succession process of family businesses tends to separate the analysis between, on the one hand, the role of successor daughters and, on the other hand, the networks that activate and validate their legitimacy. This separation sustains a dualism in the conceptualization of relationships between successor daughters and the various stakeholders. This study addresses this gap by drawing on Strong Structuration Theory and the analysis of five cases of successor daughters. The results highlight that the social legitimacy of successor daughters in family businesses is the result of a continuous interaction between individual agency and social structures, within a logic of duality. It proposes a conceptualization of legitimacy as a dynamic process of social co-construction. The study reveals the interdependence between personal legitimacy and entrepreneurial legitimacy, which mutually reinforce each other through intertwined structuration cycles. This articulation contributes to the progressive co-construction of social legitimacy, emphasizing its evolving and adaptive nature.
GHAMGUI Nizar - IPAG Business School |
Artificial intelligence is already transforming lives and organizations. It brings a huge potential, for example, to achieve hyper-performance. Which is not about adding more trainings. But rather finding and removing obstacles from human minds. And artificial intelligence can facilitate that efficiently. It can help us to learn more about our own intelligence. Thus, giving us a unique chance to finally re-unite both intelligences.
STIBE Agnis - EM Normandie |
It is a state of performance when all unnecessary human thought is minimized or completely suppressed. Such as bad judgments, distracting thoughts, subjective biases, bad decisions, etc. For example, employees may be reluctant to accept artificial intelligence. That means there’s something in their mind that stops them. That something is the root cause.
STIBE Agnis - EM Normandie |
Cette étude analyse 2 986 entreprises d’Amérique latine (2009–2017, base LAIS) pour comprendre comment les collaborations universités–entreprises influencent le lien entre dépenses d’innovation et résultats d’innovation. Les résultats montrent (1) une relation positive entre dépenses et résultats, et (2) un effet modérateur significatif de la collaboration universitaire : à budget équivalent, les entreprises partenaires des universités obtiennent davantage d’innovations. La qualité des partenariats compte autant que leur existence. Implications : structurer la coopération (objectifs, IP), investir dans le capital humain, et mobiliser les ressources académiques comme amplificateurs de capacité.
PLATA Carlos - EM Normandie |

Médias de la même thématique

This study investigates whether AI-driven ethical procurement systems enhance firms’ circular supply chain orientation and how governance mechanisms affect supplier cost performance. Using survey data from 393 Indian firms and structural equation modeling, the research confirms that AI-based ethical systems significantly strengthen circular supply chain orientation. Circular orientation promotes both relational and contractual governance, but only relational governance—built on trust and collaboration—improves supplier cost performance. Contractual governance shows no significant effect. The findings extend transaction cost economics by revealing that, in circular supply chains, cost efficiency depends more on flexible, trust-based relationships than on formal contracts. Managerially, the study highlights that AI and relational governance together are critical for achieving ethical, sustainable, and cost-effective procurement in the circular economy.
BAG Surajit - Excelia Business School |
Sustainability depends less on consumer choices and more on how supply chains are structured. Research on Brazil’s beef sector shows that, despite the BRSL initiative to improve sustainability, results fell short. Four types of distance geographical, organizational, cultural, and relational hindered collaboration. These gaps created communication problems and weakened trust among stakeholders. Real progress requires external mediators, such as governments or NGOs, to reconnect the entire supply chain.
SAUER Philipp - NEOMA Business School |
Circular Economy (CE) practices have the potential to increase the sustainable, societal and environmental performance of organisations and therefore contribute to meeting the United Nations Sustainable Development Goals. The objective of this research is to examine the adoption of sustainable practices by small and medium-sized enterprises (SMEs) and its impact on their environmental and societal performance.
SOUMYADEB Chowdhury - TBS Education |
Antony, together with his colleagues from NEOMA, presents research conducted with the University of Bristol on how international companies choose countries for sourcing. The concept of "country risk," once focused on economic conditions and political stability, now includes three major sociopolitical factors: populism, which creates regulatory uncertainty; state fragility, which affects suppliers’ ability to deliver; and checks and balances, which can limit but not always prevent political drift. The study, covering 1,300 U.S. companies and their suppliers in 90 countries, shows that these factors directly influence sourcing decisions. Examples like Samsung and H&M illustrate this shift toward countries perceived as more stable. In conclusion, companies must strengthen their geopolitical monitoring to anticipate risks and secure their supply chains.
PAULRAJ Antony - NEOMA Business School |

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