Achieving a sustainable shipbuilding supply chain under I4.0 perspective
Introduction
Until the first industrial revolution, production was purely artisanal and the performance model was only on increasing production based in order to generate more economic profit. After this industrial revolution, with the introduction of the steam engine, the performance model changes contemplating energy efficiency. This model of efficiency is again modified with the arrival of the second industrial revolution where mass production and electrical energy were the protagonists, leading the introduction of the environment in addition to economic and energy efficiency (Bundesministerium für Wirtschaft und Energie, 2019).
The use of electronics and computing gave rise to consider that a new industry revolution, the third, was established which also introduced a new parameter to the business performance model, functionality. From approximately 2015 it is considered that we can speak of the fourth industrial revolution or Industry 4.0 (I4.0), creating new advanced production models, new technologies that allow the digitalization of processes, products, services and business models (Spanisch Asociation of Normalization, nd, Strategy&PwC, 2016). This fourth industrial revolution introduces the social aspect into the performance (European Factories of The Future Research Association, 2013, Pimenta and Rodrigues, 2020). In summary, Industry 4.0 gives rise to a new definition of the performance model of manufacturing processes that contemplates the following aspects: economic, energy, environmental, functional and social.
However, today it is very common to use distributed manufacturing systems consisting of (Rauch et al., 2017). manufacturing components in different physical locations to then task through the management of the supply chain, bringing them together for the final assembly of a complex product. This could be the case of Shipbuilding where different blocks of the ship are built that will be assembled in dock. However, shipbuilding has the peculiarity that the different physical locations in which each of the parts are made, belong to the same manufacturing center and still can be considered distributed manufacturing. It is, therefore, a complex manufacture, in order to progress, must be followed the line marked by I4.0.
In this way, the supply chain is a key factor improving the efficiency of the shipyard from the five aspects contemplated in the I4.0 performance model. Thus, the digitization -objective of the I4.0- of the Supply Chain, will allow provide it with the agility and efficiency that shipbuilding needs to be more profitable.
Therefore, the aim of this article is to establish a model that defines what the shipbuilding supply chain should look like under the 4.0 perspective, that is, that contemplates all aspects of the i4.0 performance model as well as the technologies that allow it to be achieved (Ket’s).
In order to achieve this objective, it will bn by analysing supply chain definition, studying the main supply chain paradigms and briefly describe the enabling I4.0 technologies. Once contextualized, an analysis will be made of how the enabling technologies affect supply chain, with the result; it will be able to define the conceptual model that relates them and, finally, apply it to the case study of naval construction.
Section snippets
Theoretical background
The concept of smart factory introduced by what is now known as the fourth industrial revolution, Industry 4.0, not only encompasses manufacturing sources, i.e., machines, sensors and robots connected, sharing information, predicting and maintaining by themselves, but also covers products or services, customers and business models (German Federal Ministry for Economic Affairs and Energy and Standardization Administration of the P.R.C., 2018).
Industry 4.0 implies a complete communication network
Relationships between enabling technologies in I40 and supply chain
Depending on whether it is an organization that wants to enter the market with a digitalized business model or if it is an organization that has to adapt to digitalization, the sector to which the organization belongs and its size, this will have implications for the supply chain 4.0.
According to Raman et al. (2018), Big Data is a key factor in promoting operational excellence, facilitating cost-saving measures and consequently helping to increase customer satisfaction, adding value to the
Shipbuilding Conceptual Model with enabling technologies in I4.0 and supply chain paradigms
Nowadays there are many reference models to evaluate the performance of a company that allow to know better the activities that are carried out in it and thus improve them. In our case, our purpose is not only to improve the performance of a company but also to adapt it to the industry 4.0.
The fourth industrial revolution accumulates the performance models of the previous revolutions, as we will see below. Starting from the initial business model in which only the economic aspect prevailed,
Applying conceptual model to Block Assembly
Once defined the conceptual model, it is ready to apply to a case study. Is necessary to specify exactly to which part of the shipbuilding we are going to apply our model due to the number of possible areas. We can distinguish three major areas within the manufacture within the shipyard: Block Assembly, Painting and Hull Erection. Our model aims to adapt to the assembly of both flat and curved blocks that will then be driven to the dock for final assembly.
Fig. 5 shows that the Lean and Green
Conclusions
This article define the shipbuilding supply chain according to the performance model established in Industry 4.0. The Lean, Agile, Resilient and Green paradigms are established as the most relevant through the study of the supply chain. Twelve enabling technologies have been established as the key to positioning the shipbuilding supply chain due to how they booster the LARG paradigms. Relationships have been established between the selected enabling technologies in the context of the
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