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Lean Manufacturing and Industry 4.0
Published in Turan Paksoy, Çiğdem Koçhan, Sadia Samar Ali, Logistics 4.0, 2020
Batuhan Eren Engin, Ehsan Khajeh, Turan Paksoy
Sustainability and green supply chain concepts are another important aspect that have been linked by industry 4.0 and lean management. For instance, Duarte and Cruz-Machado (2017 and 2018) aimed to establish the link between lean and the green supply chain and Industry 4.0 by developing a conceptual model. Their model included several characteristics of the lean and green supply chain, namely: manufacturing, “logistics and supply, product and process design, product, customer, supplier, employee, information sharing and energy”, which were linked to Industry 4.0 concepts (Ustundag and Cevikcan 2018). Duarte et al. (2019) presented a conceptual relationship model between the concepts of “Business Model, Lean and Green Management, and Industry 4.0”. The Business model canvas is composed of nine elements interacting with each other which represent the business, i.e., “value proposition, customer segments; customer relationships, customer channels, revenue streams, key activities, key resources, key partners and cost structure” (Ustundag and Cevikcan 2018). This model and its elements are linked with lean and green paradigms and the concepts of Industry 4.0 by the authors.
From traditional pastry to experiential tourism: Investigating the development of business model of baking tourism factories
Published in Artde D.K.T. Lam, Stephen D. Prior, Siu-Tsen Shen, Sheng-Joue Young, Liang-Wen Ji, Smart Science, Design & Technology, 2019
Business model canvas is a kind of systematic blueprint for organization strategies and can be used as an accessory appliance by the brands to assess their own strategy organization and process. Osterwalder et al. (2012) proposed nine perspectives to assess the operation pattern of the enterprises, which can be further made into the business model canvas of the enterprises. Operators should position the core concepts of the brand clearly during the creation and decision processes of the brands and use them as the basis of business decisions sequentially. The business model can be expanded in the conditions without affecting and changing the operating objectives of the brands, while the spirit of the brand can be conveyed to consumers effectively. The organization of the assessed contents of the business model canvas is shown as follows: Key Partnership (KP): resources from collaboration when holding activities.Key Activities (KA): activities that can be held in the long term and are helpful to the marketing and operation of the enterprises.Key Resources (KR): the resources provided to the enterprises to convey their business concepts and values.Value Propositions (P): business concepts of the enterprises and beliefs to be conveyed while satisfying the needs of the customers at the same time.Channels (CH): channels for customers to know their brands and perform consumption.Customer Relationships (CR): enterprises are connected in their relationships with customers through different business concepts and methods.Customer Segments (CS): features of the customer group appealed to mainly by the enterprises.Cost Structure (CS): key for enterprises to focus on when putting effort in operation.Revenue Streams (RS): main revenue source of business operations.
Artificial Intelligence and the UK Construction Industry – Empirical Study
Published in Engineering Management Journal, 2022
Haddy Jallow, Suresh Renukappa, Subashini Suresh, Farzad Rahimian
Osterwalder and Pigneur (2010) business model canvas has been used more frequently over the past few years and has become one of the major tools being used by entrepreneurs (Benjaminsson et al., 2018). The business model canvas is a tool used to describe, analyze, and design business models. Organizations from different set skills have tested the business model with an immense success rate to describe their organizations' current business model allowing the manipulation of their strategic approach to new and better alternatives (Štefan & Richard, 2014), in addition to this, the model displays the elements that make up the business model. The canvas itself is made up of nine elements which contain considered four main areas within a business which are customers, offers, infrastructure and financial viability.
Product-service systems business models for circular supply chains
Published in Production Planning & Control, 2018
Miying Yang, Palie Smart, Mukesh Kumar, Mark Jolly, Steve Evans
Innovation in the business models of organisations has inevitable implications for their supply chain operations. Business model refers to ‘the logic of how a firm does business’ (Magretta 2002; Teece 2010). It describes how a firm creates, delivers and captures value for all stakeholders within the value network (Richardson 2008; Zott, Amit, and Massa 2011). In competitive environments, relying on one business model per firm may not be enough, however multiple business models should complement each other (Casadesus-Masanell and Tarzijan 2012; Markides and Oyon 2010; Velu and Stiles 2013). Osterwalder and Pigneur (2010) developed a business model canvas, using nine components to describe a business model: value proposition, customer segment, customer relations, key resources, key activities, partners, channels, cost structure and revenue streams. Designing and developing business models that are conducive to a circular economy need to identify new sources of value creation in the context of the nine components, for example, turning the waste from production facilities and the end-of-life products into revenue streams.
The Information Strategy Model: a framework for developing a monitoring strategy for national policy making and SDG6 reporting
Published in Water International, 2022
Jos G. Timmerman, Sandra de Vries, Monique Berendsen, Ronald van Dokkum, Cees van de Guchte, Niels Vlaanderen, Emilie Broek, Aart van der Horst
For the purpose of improving national monitoring networks, the need for a more value-based framework was recognized. Such a framework should describe the rationale for why the information is needed. The framework chosen was the Business Model Canvas as developed by Osterwalder and Pigneur (2010) (Figure 2). The Business Model Canvas is a framework that helps to develop the logic of a business and it has been widely tested. The authors considered that this model, in a modified form, could also work for the business of monitoring.