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This paper addresses the problem of integrating sustainability and business issues in manufacturing through the implementation of Industry 4.0 and process management. The objective of this work is to propose a novel methodology to guide companies in benefitting the so-called Twin Transition (digital and sustainable) drivers at the operation level for reaching business and strategic objectives. The proposed methodology results in a unique tool to address both strategic and business objectives and sustainability through practical managerial actions and technological implementations. The roadmapping methodology is divided into five phases that, starting from the definition of corporate objective and strategy, provide a comprehensive, multi-dimensional, cross-functional plan of Industry 4.0 technology implementation and related changes in terms of processes and Information & Communication Technologies (ICT) architectures. The methodology is presented through an application case performed on an Aerospace company site devoted to the assembly, integration, and test of satellites. [ABSTRACT FROM AUTHOR]

Critical raw materials have significant economic and social impacts across numerous sectors. Numerous artifacts have been developed to assess their criticality. However, there is no univocity around the factors determining criticality. A systematic literature review was conducted to consider all academic works and official reports on criticality assessment. The review aimed to classify these artifacts to provide a clear picture of the heterogenous literature, with a focus on the relationship between criticality and environmental sustainability. Works proposing or updating criticality assessment artifacts were included according to the eligibility criteria. Academic sources were drawn from the Scopus Database in 2023. Official reports included those considered seminal by academic literature. The risk of bias in the selection and classification of the 162 works was low, as the review sought to be comprehensive. The included artifacts are systematically classified. A mapping of the identified criticality assessment tools and methods has been developed. The review found that while environmental impacts are considered in several works, the theoretical connection between criticality and environmental sustainability is weak. Three perspectives on this relationship are identified and discussed. The main limitation of this study is the inability to analyze undisclosed artifacts. It was conducted under the Horizon Europe Programme (Grant Number 101091490). [ABSTRACT FROM AUTHOR]

Research background: Digital ecosystems in Europe are heterogenous organizations involving different economies, industries, and contexts. Among them, Digital Innovation Hubs (DIHs) are considered a policy-driven organization fostered by the European Commission to push companies' digital transition through a wide portfolio of supporting services. Purpose of the article: There are DIHs existing in all European economies, but literature needs more precise indications about their status and nature. The purpose is to study a distribution of DIHs and differences in portfolios of DIHs' services across European economies. Therefore, the paper wants to deliver more precise data on effects on national and European policies. This is required to define their final role and scope in the complex dynamics of the digital transition, depending on regional context and heterogeneity of industries. Methods: Data on 38 economies was collected from the S3 platform (on both existing and in preparation DIHs) and further verified by native speaking researchers using manual web scrapping of websites of DIHs identified from S3. To find potential similarities of digital ecosystems in different economies as emanated by the existence of DIHs, clusterization (Ward's method and Euclidean distances) was applied according to the services offered. Economies were clustered according to the number of DIHs and the spread of DIHs intensity in different cities. The results were further analyzed according to the scope of the provided services. Findings & value added: The applied clustering classified European economies in four different sets, according to the types of services offered by the DIHs. These sets are expression of the different digitalization statuses and strategies of the selected economies and, as such, the services a company can benefit from in a specific economy. Potential development-related reasons behind the data-driven clustering are then conjectured and reported, to guide companies and policy makers in their digitalization strategies. [ABSTRACT FROM AUTHOR]

Industry 4.0 (I4.0) and Circular Economy (CE) are undoubtedly two of the most debated topics of the last decades. Progressively, they gained the interest of policymakers, practitioners and scholars all over the world. Even if they have been usually described as two independent research fields, there are some examples presenting overlaps between these topics, represented by hybrid categories like Circular I4.0 and Digital CE. Starting from these two perspectives, an innovative framework both highlighting the links between I4.0 and CE and unveiling future research fields has been developed. Basing on one of the two perspectives, results show as it is possible to enhance a set of different relations. Depending on a dedicated area of either CE or I4.0 it is possible to see the prevalence of some I4.0 technology than others. However, the influence of I4.0 technologies on CE is always verified. [ABSTRACT FROM AUTHOR]

At a more micro-level, contribution 14 also raised the need for more support from the governments' side to improve CE performances and to provide a model for companies' CE readiness level assessment. It is worth mentioning that contributions 9, 12, and 13 explored the relation between the CE and digital servitization of manufacturing [[9]] to advance the research on CE performance assessment through a consistent business model transition; in addition, relevance was given to the so-called rebound effect of the CE. Circular Economy Performance Measurement in Manufacturing Firms: A Systematic Literature Review with Insights for Small and Medium Enterprises and New Adopters. The perception of CE firms was evaluated through an online survey, containing information about the area(s) it was integrated in, why, the challenges it faced, or what was required to complete it, and how the effect of the adopted CE practices was quantified. [Extracted from the article]

Digital Innovation Hubs (DIHs) are ecosystems bolstering European companies to overtake innovation hindrances and drive Europe to become the world leading innovator in the industry digital revolution. Each of such organizations can provide a certain list of services, that can be classified and grouped in five macro-classes according to the Data-driven Business-Ecosystem-Skills-Technology (D-BEST) reference model, able to decode DIHs' service portfolio and to shape collaborative networks in the Industry 4.0 age. However, to support an easier codification of DIH support actions, which also directly entails the engagement of enterprises in the DIH ecosystems, a method able to analyze typical Customer Journeys (CJs) is needed. Therefore, this paper proposes the D-BEST based DIH CJ analysis method, able to configure DIHs' unique value proposition, mapping on the five macro-classes of services of the D-BEST the digital transformation processes of the two main categories of DIH customers (technology end-users and technology providers). The method analyses the service provision process of single DIHs, evidencing their strengths and weaknesses, and is also effective in suggesting possible collaborations and joint service provision in a network of multiple DIHs, being able to unveil the commonalities and complementarities among the different journeys. [ABSTRACT FROM AUTHOR]

Digital Innovation Hubs (DIHs) play a key role in bolstering European companies to overwhelm innovation barriers and drive Europe as the world's primary leader in the Industry 4.0 digital revolution; they are one-stop-shop ecosystems able to provide four main functionalities (test before investing, support to find investments, innovation ecosystems, and networking, skills and training). Even if a surge in their diffusion has been registered, their sustainability is still far from being well defined in a structured way. Several approaches and methods are available from literature to ground the sustainability plan of companies' business. Among them, the first activity to be addressed is the value proposition (VP) analysis, and the most diffused approach is the Value Proposition Canvas (VPC); this paper proposes the application of the VPC (jointly used with other methods from the VP literature) to build the VP of the HUBCAP network (supporting European small and medium-sized enterprises in the adoption of model-based design methods and tools to support cyber-physical system technologies) per each of its four main customer segments (DIHs, academic partners and research and technology organizations, technology/tool providers and technology/tool users). Results highlight the need to characterize the analysis per each of these customers, open up new opportunities to build a structured business model of the network, and constitute a basis for assessing the potential synergies with similar DIH networks. The method proposed can be applied to any other DIH or network of DIH to define their specific VP, ground the strategy to reach their sustainability, and trigger collaborations with each of the four customer segments considered in the analysis. [ABSTRACT FROM AUTHOR]

Nowadays, the diffusion of digital and industry 4.0 (I4.0) technologies is affecting the manufacturing sector with a twofold effect. While on one side it represents the boost fastening the competitive advantage of companies, on the other hand it is often accompanied by several challenges that companies need to face. Among all, companies are required to invest in technologies to empower their production activities on the shopfloor without lagging behind their workforce in order to undertake a linear, aware, and structured path toward digitization. The extant literature presents some research conducted to support companies toward digitization, and they usually rely on maturity models in this intention. Nevertheless, few studies included the assessment of workforce skills and competencies in the overall assessment, and in this case, they provide a high level perspective of the investigation, mainly based on check lists which may limit the objectivity of the assessment, and usually they do not customize the assessment based on companies' requirements. Therefore, considering the importance to balance investments in technologies with those in the workforce to move toward the same direction, this contribution aims to develop a structured, customizable, and objective skill assessment model. With this intention, it has been first clarified the set of job profiles required in I4.0, together with the needed related skills based on the extant literature findings; second, it has been identified the set of key criteria to be considered while performing the assessment of the workforce; third, it has been defined the method to be integrated in the maturity model to enable the initial setting of the weights of the criteria identified according to the company needs; and fourth, based on these findings, it has been developed the assessment model. The developed model facilitates the elaboration of the proper workforce improvement plans to be put in practice to support the improvement of the skills of the whole workforce based on company's needs. [ABSTRACT FROM AUTHOR]

Most methodologies developed to support the Product-Service System (PSS) design consider the integration of service features into the product design from a high-level of abstraction and are usually focused on the conceptual phase, neglecting the detailed level of design. Besides, the Knowledge Management perspective is not considered in those methodologies, also affecting how new design knowledge is created, formalized, and shared across the company's organization. The PSS Design GuRu Methodology, grounded on Concurrent Engineering and Design for X approaches, was developed to fill these issues. This study presents how the PSS Design GuRu Methodology can be incorporated into a PSS detailed design process in a B2B company operating in the food and bakery machinery sector, focusing the analysis on its contribution to promoting Knowledge Management. In particular, a detailed case of development and integration of a service feature—the installation service—to a product in the PSS scope is conducted. The PSS Design GuRu Methodology proves to be effective in supporting the generation, management, use, sharing, and reuse of new knowledge in the shape of design guidelines and rules. [ABSTRACT FROM AUTHOR]