Globalization has led to greater income, due to the rapid digital transformation that started to seem so important under the current circumstances because of the Covid-19 virus. To handle the performance issues the supply chains has to become smarter and all the researchers argued on the necessity of having smart SCs.The automotive industry plays a significant role in the advancement of technology development and its application, despite that, the research field lack of articles that deal with SCM 4.0 in this industry.The aim of this paper is to present a literature review of Supply Chain 4.0 and Industry 4.0 in the companies also to study the relationship between all these parties, to give us a ground to continue our works consisting the study of the impact of the implementation of SC4.0 on the industrial performance of automotive companies in a developing country such as Morocco.
Industry 4.0 is gaining importance lately in several countries, especially as part of the strategy of diversification and industrialization of the eco-system. Nevertheless, the topic remains abstract for companies that encounter difficulties to comprehend different aspects of this subject. The purpose of this article is first to discuss the context of industry 4.0 and the most cited advanced technologies in literature that play an important role in Industry 4.0. Then to highlight the impacts of supply chain digitalization: success factors and challenges. This will help organizations formulate their initiatives and practices to successfully achieve the transition from traditional to digital supply chain. We analyzed the literature in this field to understand trends and propose future directions for research.
Conducting Business locally or globally can be complicated and requires careful planning and good assessment of all the pros and cons. Indeed, organizations nowadays operate in a complex environment and being ‘agile and performant’ is a critical success factor.Shareholders and Managers alike preach the importance of ‘Performance’ as a means to achieving customer needs satisfaction and success. However, and due to its polysemantic nature, ‘Performance’ proves to be a concept difficult to define.A brief approach to the concept of ‘Performance’ is not the sole purpose of this article. The Quality Management System (QSM) and the benefit of being ISO 9001 certified are also among its pillars. Those performance levers open the door for numerous benefits: customer experience improvement, reduced organizational uncertainty and building a dynamic learning organization are indeed valuable dividends among others.
Managers are now faced with a weakening of employees’ involvement due to the difficulty to comply and adhere to the new visions generated by the various socio-economic changes. Our publication aims to identify and analyze the motives that enable employees to get involved in their work. More specifically, it will explore and identify the main factors pertaining to employee involvement, assesse their effects on staff behavior and attitude and finally show the impact of this behavioral change on the structure's performance.
The data were collected using face-to-face questionnaires administered to executives, technicians, engineers and directors of a multinational company based in Morocco - Casablanca.
The prosperity of each company or entity depends on its multilateral relationships with its environment, which have a direct or indirect impact on the performance of its operating system as an open system, requiring it to manage the company and coordinate with its supply chain (SC). Thus, to properly control the management of its SC, modeling is a decisive obligation. But the diversity of the conceptual visions of these chains and the particularity of their objectives and constraints according to the types of SC give this model a distinct and personalized character. Therefore, towards a conversion to supply chain management (SCM), our paper aims to classify these different conceptual visions of SC modeling and to propose definitions of SC according to each vision.
Supply chain management as a multi-criteria system requires "appropriate modeling". But given the diversity and specificity of the objectives, constraints, resources used and operational processes of each supply chain, this modeling presents challenges. This requires first of all establishing a supply chain management (SCM) typology according to homogeneous sets that make it possible to position a supply chain according to characteristics that have an impact in terms of management object and that have an impact on the design of the different "customer-supplier" relationships. Thus, in order to obtain an adapted performance of the SCMs, we have classified in our work five types of SCMs (Commercial, Green, Digitized, Warrior and Humanitarian) which can be more or less long or complex, depending on their interactions with the other internal functions of their logistics units and their multilateral relations with their environment.
The current business environment is constantly changing because of globalization, market opening and continuous technological progress. In this environment, businesses are prompted to mobilize their reflective capacities and their material and immaterial resources in order to ensure sustainable and viable development. The need to reduce costs and delays and improve quality remains relevant. However, other needs have emerged for businesses to ensure their sustainability. Adaptation and anticipation are becoming major challenges to improve the company's responsiveness and proactivity, encouraging it to innovate in order to face sudden and unpredictable changes in its environment. To cope with this chaotic environment, companies are thus led to find ways to improve or change their operations, depending on the external situation of the environment and their own internal situation. However, this exercise, which is essential for the survival of economic activity, remains to this day poorly controlled.
The rapid evolution of technologies, usages and needs, makes it hard to predict the evolution of the market. The combination of demographic and economic balance (India and China), the ecological evolutions, competition, standardization, technological and sociocultural evolutions linked to organizational uncertainties, create an atmosphere of discomfort and compel leaders to reconsider their acquired market shares.
Given this context and given the largely managerial and organizational difficulties, the creation of a QHSE system is the best way to stimulate and improve the profitability and increase the growth of companies.
In a structure, performance measures the adequacy between the strategic objectives initially defined and the results actually achieved. It also constitutes the level of appreciation of the structure's strategy since it takes into account the resources mobilized to achieve the strategic objectives. The performance management system must be oriented towards the structure's strategy. Performance can take many forms. It can be financial, economic, social, global or organizational etc., and can concern several fields: economic, sports, intellectual and innovation...etc. It can be influenced both by the company's traditional resources (capital, labor, organization) and by the level and structure of its share capital. It is this polysemic aspect that makes it difficult to reproduce in a single definition.
The Industrial Revolution has profoundly changed our society. The multiple technological leaps, the increasingly fierce competition and the changing markets witnessed more than a century now are disrupting the industrial environment. Faced with these constraints, the manager has a set of concepts, approaches and tools at his disposal to ensure the development and evolution of the company's structure, behavior and organization. These concepts and tools enable him to anticipate, understand, organize and manage each of the steps necessary to make the company evolve. This study particularly examines the issue of change management using the QSSE (Quality, Health and Safety and Environment) approach as a lever for managing industrial performance.
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