Information Systems Frontiers

https://doi.org/10.1007/s10796-021-10153-5

Industry 4.0 and its Implementation: a Review

Caiming Zhang 1 & Yong Chen 2 & Hong Chen 3 & Dazhi Chong 4

Accepted: 26 May 2021

# The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2021

Abstract
Triggered by the development of information and communications technologies, Industry 4.0 opens up a new era for the
manufacturing industry.Currently, Industry 4.0 has attracted much attention from industry and academia. Research on
Industry 4.0 is still evolving towards the development of frameworks linking Industry 4.0’s enabling technologies to specific
goals and to their impact on the manufacturers’ businesses.Accordingly, this study presents a systematic review of the scope of
Industry 4.0, its goals and implementations, as well as the barriers to the implementation of Industry 4.0. Solutions for over-
coming the barriers and challenges are discussed.

Keywords Industry 4.0 . Intelligent manufacturing . Implementation

1 Introduction 2020; Xu, 2020a, b; Xu & Duan, 2019). Essentially, Industry

4.0 is an intelligent networking of machines and industry pro-
As a disruptive transformation and upgrade of intelligent in- cesses based on new information and communication technol-
dustrialization, Industry 4.0 has received significant global at- ogy (Vogel-Heuser & Jumar, 2019). It is built on emerging
tention. It is digitalizing traditional industrial processes by information technologies and artificial intelligence technolo-
bridging the physical and virtual worlds and opening gies, including Cyber-Physical Systems (CPS), Internet of
unimagined possibilities for business growth. Proposed by Things (IoT), Cloud Computing, Big Data, Machine
German government in 2011, Industry 4.0 is a strategy aiming Learning, service-oriented architecture (SOA), and industrial
for rebuilding the industrial value chain by decentralizing pro- information integration (Chen, 2016; Dos Santos et al., 2020;
duction through shared facilities in the integrated global indus- Gürdür et al., 2016; Li & Xu, 2020; Xu, 2020c; Xu et al.,
trial system (Aceto et al., 2020; Brettel et al., 2017; de la Peña 2018; Mabkhot et al., 2018; Wang et al., 2017; Xu et al.,
Zarzuelo et al., 2020; Haleem & Javaid, 2019; Lasi et al., 2014; 2021; Zhang & Chen, 2020). By providing digital solutions
Li, 2018, 2020; Lu, 2017a, b; Mitra, 2021; Viriyasitavat et al., via integrating these complex interrelated technologies,
Industry 4.0 is transforming the production processes and sys-
tems from a centralized instance of decision making into a
* Caiming Zhang decentralized one (Borghetti et al., 2020; Ghosh et al., 2020).
[email protected] Industry 4.0 is not only a new industrial revolution, but also a
crucial integration challenge that involves people, data, ser-
Yong Chen vices, and things (Sanchez et al., 2020a). The key aspects of
[email protected]
Industry 4.0 are devices, connectivity, well-targeted services,
Hong Chen and appropriate data (Fakhri et al., 2020; Harrison et al.,
[email protected]
2016). It integrates production facilities, warehousing systems,
Dazhi Chong logistics, and social requirements to establish the global value
[email protected] creation networks (Frazzon et al., 2013).
1
Industry 4.0 is characterized by the mass employment of
China University of Labor Relations, Beijing 100048, China
smart objects in highly reconfigurable and thoroughly con-
2
Texas A&M International University, Laredo, TX, USA nected industrial product-service systems (Dragicevic et al.,
3
Indiana University East, Richmond, IN 47374, USA 2019; Javaid et al., 2021). The key characteristic of Industry
4
School of Management, California Lutheran University, Thousand 4.0 is a continuous communication between humans, ma-
Oaks, CA, USA chines, and manufacturing during the production process. It
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pursuesinteroperability, real-time capability, service orienta- automation, and robotics initiated by Industry 4.0 have con-
tion, and modularity (Albers et al., 2016). Industry 4.0 repre- verted traditional manufacturing industries into data-driven,
sents a smart manufacturing networking where machines and intelligent, networked, and resilient manufacturing systems
products interact with each other without human control (Rajput & Singh, 2020).
(Ivanov et al., 2016). Thus, Industry 4.0 focuses on digitiza- Industry 4.0 enables a new level of organizing and control-
tion, automation, adaptation, decentralization, optimization, ling the entire value chain within a product life cycle by cre-
customization of production, human machine interaction, ating a dynamic and real-time understanding of cross-
value-added services and businesses, and system integration company behaviors (Cai et al., 2014; Nordal & El-Thalji,
to meet the needs for coordination, cooperation, and collabo- 2021). It is an approach for a society to promote economic
ration (Posada et al., 2015; Roblek et al., 2016; Sanchez et al., growth and ensure the sustainability King et al., 2020; Mian
2020b; Santos et al., 2020). et al., 2020; Sanchez et al., 2020b). Resource circularity, in-
Industry 4.0 aims for achieving smart manufacturing, tech- creasing profits from green products, and designing processes
nological platforms, market reactiveness, smart products, and for resource and energy efficiency have been found to be as
flexibility via maximizing production efficiency, minimizing major sustainability criteria. Industry 4.0 concerns sustainabil-
production costs, and maximizing the individual needs of hu- ity, so one of its’ goals is to implement new energy sources
man beings for products and services (Dos Santos et al., 2020; strategy (Vrchota et al., 2021). It looks for increasingly auto-
Fakhri et al., 2020). Therefore, the primary goal of Industry mated, integrated, and digitized processes (Santos et al.,
4.0 is to achieve on-demand manufacturing at intra- and inter- 2020). Product, process, and system integration are vital for
organizational levels to increase efficiency, customization, in- sustainable manufacturing (Enyoghasi & Badurdeen, 2021).
novation, profitability, performance, and better management Factories are evolving into fully digitalized and networked
of safety (Lasi et al., 2014; Roblek et al., 2016; Vogel-Heuser structures for more adaptive and agile production ecosystems
& Hess, 2016; Xu et al., 2018). The other goal of Industry 4.0 (Lucas-Estañ et al., 2020). Industry 4.0 can increase process
is to enhance the connectivity between the different stages of visibility, eliminate wastes, and speed up processes to achieve
the production process and the requirements of consumers eco-friendly manufacturing (Amjad et al., 2020). It offers
(Rossit et al., 2021). Moreover, Industry 4.0 aims for massive potential for implementing sustainability, which is a
reachinghuman-level intelligence in networking automation growing concern for global manufacturing industries.
and orchestration, intelligent and flexible manufacturing,
greater productivity, digitalization, and operational efficiency
standard (Pokhrel & Garg, 2020; Zhang & Chu, 2020).
This study presents a systematic review of the scope of 3 Manufacturers in Industry 4.0
Industry 4.0, its goals and implementations. The barriers and
challenges to the implementation of Industry 4.0 are Industry 4.0 involves manufacturing and the process of value
discussed. Solutions for overcoming the challenges are adding and knowledge management (Haleem andJavaid,
discussed as well. This studyprovides an insightinto chal- 2019). It revolutionizes manufacturing methods by integrating
lenges and opportunities for manufacturers in the era of intel- machine learning and artificial intelligence approaches on the
ligent industrialization. factory floor to obtain robustness and speed-up process chang-
es (Sanchez et al., 2020a). It can help manufacturers to in-
crease productivity, improve cost efficiency, and achieve
higher product attractiveness, greater volatility, better control
2 Traditional Industries and Industry 4.0 and streamlining of processes, accelerated enterprise growth,
and sustainable development.Moreover, it can increase
Traditional industries rely on the Computer-Integrated manufacturers’market shares under competitive conditions
Manufacturing (CIM) model, where the production systems and improve their current customer satisfaction (Kiraz et al.,
run as independent systems that do not communicate with the 2020). Industry 4.0 links disruptive technologies to
upper levels. As a result, the programmed routines in these manufacturing systems, combining smart operations and sup-
systems cannot evolve over the time unless a human modifies ply chain management (Caiado et al., 2021). By adopting ad-
it (Polge et al., 2020). In the context of the Industry 4.0, ver- vanced digital technologies, manufacturers can make produc-
tically and horizontally communication are well tion processes more flexible and increasingly automated. It is
supported.Manual set-up is replaced by automated assembly crucial for them to adopt Industry 4.0, so that they can sustain
line, industrial robots, codes, and algorithms.Industry 4.0 fos- competitive advantage and seize new opportunities. Thus,
ters the intelligence and autonomy of industrial systems and Industry 4.0 will profoundly change manufacturersvalue prop-
their composing entities, including resources, products, and osition, production network, supplier base, and customer in-
robots horizontal ellipsis (Qu et al., 2020). The digitalization, terfaces (Culot et al., 2020).
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3.1 Innovation adaptability, reliability, and flexibility with high quality and
low-cost output, and respond to changing customer require-
For manufacturers, conducting innovation by themselves not ments instantly (Rajput & Singh, 2020; Wang et al., 2016).
only makes them encounter high technology difficulties, but Industry 4.0 technologies provide digital solutions for au-
also increases their risks and let them face pressure from cap- tomating manufacturing.Cognitive computing is progressive-
ital and talent (Chen & Lei, 2020a, b; Chen et al., 2021; ly flourishing in the Industry 4.0 automation (Qu et al., 2020).
Wipulanusat et al., 2020). Industry 4.0offers a vital and valu- Guided by smart intelligent devices, Industry 4.0 can decrease
able opportunity to drive social and technological innovations excess production, material movement, and consumption of
(Mubarak & Petraite, 2020). By offering a circular economy energy (Harikannan et al., 2020). It provides a baseline for
and cleaner production, Industry 4.0 can significantly improve smart automation through decentralized control and smart
manufacturers’process performances and their innovation and connectivity to enhance the sustainability and future compet-
help them to achieve accuracy, precision, and efficiency itiveness (Villasante et al., 2020). With the advancement of
(Glogovac et al., 2020; Rajput & Singh, 2020). Particularly, AI, Industrial Internet of Things (IIoT), cloud computing, and
the state-of-the-art CPS and related technological architecture machine learning technologies, the evolution toward im-
in Industry 4.0can drastically increase a manufacturer’s pro- proved decision making as well as data-driven intelligent
ductivity and innovation performance and shortening its prod- manufacturing has been evident (Qu et al., 2020).
uct life cycles. Industry 4.0 facilitates smart manufacturing via CPS by
creating a virtual copy of the physical world and making
3.2 Creativemanufacturing decentralized decisions (Harrison et al., 2016). CPS, one of
Industry 4.0’s key technologies, can be applied in many
Manufacturersnowadays are inclined toward product differen- areas,such as health, mobility, production, and logistics (Bag
tiation strategies and customer-focused approaches to stay et al., 2020; Matana et al., 2020). The increasing availability
competitive (Fathi & Ghobakhloo, 2020; Caiado et al., and use of CPS devices and systems could radically promote
2021) find that maturity modelsare valuable methodologies smart manufacturing. Flexible Manufacturing Systems (FMS)
to assist manufacturersto track the progress of their Industry is a trend in dynamic development and can now be considered
4.0initiatives and guide digitalization. According to Kaya an integral part of intelligent manufacturing systems and a
et al. (2020), Industry 4.0 is a creative manufacturing, which basis for digital manufacturing.
integrates up-to-date technologies such as wireless systems,
radio frequency identification (RFID), CPS, IoT, AI, cloud 3.4 Information-intensive Manufacturing
computing, and Big Data to increase flexibility and speed in
production systems. It is built on Industrial IoT, real-time data Industry 4.0 focuses on intelligence and connection. It re-
collection, and predictive analyticsusing big data analytics, quires the integration of communication technologies, prod-
artificial intelligence, and cloud manufacturing. It uses ucts, machines, resources, and human. Industry 4.0 is the
Industrial IoT to achieve connectivity, interoperability and information-intensive transformation of global manufacturing
decentralization (Mosteiro-Sanchez et al., 2020). It offers enabled by Internet technologies aiming at reinventing prod-
new technologies to facilitate interconnection and ucts and services from design and engineering to manufactur-
computerization.Industry 4.0 technological applications can ing (Cucculelli et al., 2021). Industry 4.0 uses the analysis of
be applied for manufacturers to overcome 10 Rprocesses, real-time data, artificial intelligence, automation, and the in-
namely refuse, rethink, reduce, reuse, repair, refurbish, reman- terconnection of components of the production lines to im-
ufacture, repurpose, recycle, and recover (Bag et al., 2021). prove manufacturing efficiency and quality (Rao et al.,
2020). By analyzing the real-time information of assembly
3.3 Smart Manufacturing lines, manufacturers can improve performance, quality, con-
trollability, management, and transparency of manufacturing
Smart manufacturing is an ecosystem that includes the objects processes (Zhang et al., 2019).
of production, the means of production, the business process-
es, personnel, suppliers, and customers.Smart manufacturing
integrates physical technologies and cyber technologies and 4 Implementations of Industry 4.0
makes the involved technologies more complex and precise
(Huo et al., 2020). It requires manufacturers to cooperate hor- Industry4.0 has brought profound changes to the operation of
izontally and vertically. Smart manufacturing requires product businesses, industries, and societies. Emerging Industry 4.0
lifecycle management and information sharing in all aspects technologies, such as autonomous vehicles, CPS, and digital
within amanufacturer as well as business synergy between twins, enable highly automated and optimized solutions in
manufacturers. In this way, manufacturerscan gain self- many fields (Frankó et al., 2020). Moreover, Industry 4.0is
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excellent in processing data monitoring and product tracking. (Gogolák & Fürstner, 2021). In warehouses, automated guid-
Thus, applications of Industry 4.0, such as image processing, ed vehicles has been widely used in flexible shop floor for
smart grid, autonomous vehicles, smart factory, digital material handling (Hu et al., 2020).
manufacturing, industrial automation, supply chain, logistic,
and waste management are becoming common. Efficiency
factors are the main driving force for Industry 4.0 implemen- 4.2 Digital Supply Chains
tation (VuksanovićHerceg et al., 2020).
Supply chain is a key term in a sustainable approach to
Industry 4.0. (Borregan-Alvarado et al., 2020).Managing
4.1 Digital Manufacturing business partnerships in the context of Industry 4.0 involves
strategic interaction with business partners, evaluating key
Recent studies have explored the implementations of Industry business partners, and deciding on the strategy for interaction
4.0 in digitalized manufacturing. For example, Sanders et al. with them (Portna et al., 2021).Industry 4.0 is predicted to
(2016) analyze the incompletely perceived link between bring new challenges and opportunities for supply
Industry 4.0 and lean manufacturing. Yang et al. (2018) review chains.Industry 4.0 fosters sustainable supply chain initiatives
the challenges facing the remanufacturing sector and discuss that can maximize economic gains, reduce environmental im-
how the Industry 4.0 could help to effectively address these pacts, and contribute to social development (Sharma et al.,
issues and unlock the potential of remanufacturing. 2020). Industry 4.0 is transforming supply chains to smarter
Ghobakhloo and Ching (2019) discuss the determinants of systemsthat can achieve full traceability of individual products
Smart Manufacturing-related Information and Digital (Zhang, 2020).
Technologies (SMIDT) adoption in small and medium-sized Ardito et al. (2019) provide insights to the relationship
enterprises. They find that the collection of technological, between digital technologies andSupply Chain Management
organizational, and environmental factors are key drivers of (SCM) integration. Their study shows that information acqui-
SMIDT adoption.Haleem and Javaid (2019) identify key com- sition, storage, and elaboration play a big role in
ponents of Industry 4.0 and introduce 13 additive SCMintegration. de Sousa Jabbour et al. (2018) find that
manufacturing applications of Industry 4.0. Amjad et al. advanced and digital manufacturing technologies play a big
(2020) find that Lean, Agile, Resilient and Green (LARG) role in unlocking the circularity of resources within supply
Manufacturingcan beamalgamated with various facets of chains. Ghadge et al. (2020) develop a conceptual model for
Industry 4.0 forgetting operational, economic, and implementing and accelerating Industry 4.0 in supply chains.
environmental benefits. Florescu and Barabas (2020) present Kayikci et al. (2020) develop a Blockchain-enabled food sup-
a material flow design methodology for flexible manufacturing ply chain framework using the people, process, and technolo-
systems in order to establish the optimal architecture of the gy model. Ko (2020)proposes an intelligent empty container
analyzed system. Ahmed et al. (2021) develop a Smart dispatching system model that utilizes fuzzy set theory for cost
Virtual Product Development (SVPD) systemto support prod- estimation and genetic algorithms to obtain the optimal
uct inspection planning in smart manufacturing. solution for empty container dispatching. Li et al. (2020) find
This digital transformation driven by Industry 4.0 affects that digital supply chain platforms mediate the effects of dig-
the individual manufacturing assets as well as human work- ital technologies on both economic and environmental
force. For example,digital twinis a virtual and intelligent copy performance and that the mediating effects are enhanced
capable of mirroring real processes and receiving online and under a high degree of environmental dynamism. Mastos
offline data (Balderas et al., 2021; Pang et al., 2021). It can et al. (2020) illustrate how the deployment of a state-of-the-
integrate physical systems and virtual counterparts to optimize art industry 4.0 solution improves sustainability both in the
decision by facilitating communication among operators and firm leveland in the supply chain level. Müller et al. (2020)
limiting incurring safety issues and danger of damage to re- find that digital information sharing within supply chains is a
sources in a manufacturing environment (Di Carlo et al., 2021; central prerequisite to implement Industry 4.0. Veile et al.
Rolle et al., 2020; Guo et al., 2020) find that Industrial Internet (2020) analyze how technological changes influence buyer-
of Things (IIoT) and digital twin-enabled Graduation supplier relationshipsin the context of Industry 4.0 and find
Intelligent Manufacturing System can achieve real-time infor- that future transactions in supply chains are mainly based on
mation sharing and production planning, scheduling, execu- digitized and automated procedures. Xie et al. (2020) propose
tion and control with reduced complexity and uncertainty. a seven-indicator framework for improving the operational
For assemble lines, Industry 4.0 can provide complex in- performance of intelligent supply chain management. Kumar
formation management to monitor system status, including and Singh (2021) propose a hybrid approach for mapping the
the physical characteristics and position of the parts being measures of coordination with critical success factorsin hu-
assembled, as well as the assembling units and tools manitarian supply chains.
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4.3 Other Applications of a skilled workforce that understands Industry 4.0, ineffec-
tive legislation and controls, ineffective performance frame-
Industry 4.0 can provide dynamic route-planning systems for work, and short-term corporate goals. They further find that
automated guided vehiclesto increase the overall service qual- the two major barriers are ineffective strategies for the inte-
ity, productivity, and efficiency while minimizing the costs gration of industry 4.0 with sustainability measures, and the
and failures (Nguyen Duc et al., 2020; van Geest et al., lack of funds for industry 4.0 initiatives.Many factors, such as
2020). Moreover, IoT-based waste management systems can talent development, machinery advancement, and infrastruc-
separate municipal waste, identify waste characteristics, and ture development that involve huge investment, need to be
determine sustainable waste treatment technologies (Fatimah considered to take advantage of the industrial paradigm shift
et al., 2020). In addition, the development of smart power generated by Industry 4.0 (Leong et al., 2020). Manufacturers
systems in Industry 4.0 will bring people better quality elec- will confront technical, organizational, and economic
trical energy. Haque and Baroudi (2021) present a routing challenges when implementing Industry 4.0. Kumar et al.
protocol for supervised device-data transfer from smart grid (2021a, b) note that strategic barriers, organizational barriers,
generators to the command and control center using wireless technological and infrastructure barrier, legal barriers, and
ad hoc and sensor networks. social-cultural barriers will affect the implementation of
Industry 4.0. Particularly, technological level of products
manufactured, the presence of an R&D department, and the
5 Barriers and Solutions size of the company are the key barriers that affect the imple-
mentation of Industry 4.0.
By monitoring the implementation of Industry 4.0, scholars Investing in Industry 4.0 is an important consideration for
have identified some challenges. For instance, Veile et al. manufacturers who strive to remain competitive in the global
(2019) find that barriers to the implementation of Industry economy. If they do not adapt quickly to this new environ-
4.0 includethe development of Industry 4.0-specific know- ment generated by Industry 4.0, they will find serious difficul-
how, secure financial resources, integrating employees into ties to survive in the market. Manufacturersthat invest in ad-
the implementation process, establishing an open-minded vanced technologies and realize digital transformation are bet-
and flexible corporate culture, comprehensive planning pro- ter prepared to compete internationally and achieve better ex-
cesses, cooperation with external partners, proper handling of port performance (Naglič et al., 2020; Zhang, 2019).
data interfaces, interdisciplinary communication, and an The lack of qualified talent to develop and manage various
adaptable organizational structure and data security. Abdul- high-tech systems is another challenge for Industry 4.0 imple-
Hamid et al. (2020) argue that the most important challenges mentation. Industry 4.0 requires trained professionals who
for the implementation of Industry 4.0 are the lack of automa- have the competencies and skills to thrive in this new envi-
tion system virtualization, unclear economic benefit of digital ronment (Hernandez-de-Menendez et al., 2020). The imple-
investment, the lack of process design, unstable connectivity mentation of Industry 4.0 requires an infrastructural transfor-
among firms and employment disruptions. Michna and mation and more qualified employee involvement. It requires
Kmieciak (2020) point out that limited resources, open- specific skills among employees, who acquire adaptive think-
mindedness culture, knowledge-sharing, and financial perfor- ing, cognitive and computational skills, predominantly in the
mance affect the implementation of Industry 4.0. Raj et al. area of information technology and data analytics (Mian et al.,
(2020) note that the lack of a digital strategy alongside re- 2020).
source scarcity emerges are the most prominent barrier. In the sectors with higher levels of technological intensity,
VuksanovićHerceg et al. (2020) think that the lack of the implementation of Industry 4.0 requires employees’ par-
competences and financial resources are the greatest barriers ticipation and engagement (Tortorella et al., 2021). However,
to Industry 4.0 implementation. Narwane et al. (2020) assert those enterprises that lack necessary competences and skills
that the lack of new organizational policy, the lack of custom- do not see human resources as a driving force, but rather as an
er feedback and cooperation towards Industry 4.0 and sustain- obstacle to Industry 4.0 implementation (VuksanovićHerceg
able practices, and lack of infrastructureare the most signifi- et al., 2020).
cant barriers. It is easier for largemanufacturersto adopt Industry 4.0 be-
Kumar et al. (2020) list the main barriers for Industry 4.0 cause they have greater opportunities to use new technologies
implementation as the lack of transparent cost-benefit analysis and transform them. As new technologies become more ac-
with clear comprehension about benefits, IT infrastructure, cessible, small and medium-sized manufacturers can afford to
missing standards, the lack of properly skilled manpower, adopt Industry 4.0 (Pech & Vrchota, 2020; Lin et al., 2019)
fitness of present machines/equipment in the new regime, find that private and large manufacturers show a higher moti-
and concern to data security. Kumar et al. (2021) find that vation to adopt the Industry 4.0 strategy, the implementation
barriers to the implementation of Industry 4.0include a lack of Industry 4.0 will have significant positive impact on
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manufacturers’ financial performance and innovation activi- Industry 4.0 generates huge amounts of real-time, diverse, and
ties (Chen, 2020). delay-sensitive data that need to be locally processed and se-
At the sector level, the adoption of Industry 4.0 requires cured because of their sensitivity (Bortolini et al. 2021).
collaboration among manufacturers(Zhang and Fu, 2021). A However, the low-end IoT devices are unable to handle huge
collaborative culture is favorable for Industry 4.0 in the re- computational overheads. In addition, semi-trusted cloud in-
gional ecosystem, where the manufacturers reveal to hold a troduces security concerns. Therefore, reliability and security
mentoring role by supporting other less advanced manufac- are the main challenges in the implementationof industry 4.0
turers (Lepore et al., 2021). At the firm level, internal formal (Sengupta et al., 2020).
and informal collaborative approaches are required to support Internet facility from government at reduced price, finan-
the adoption of new digital technologies (Lepore et al., 2021). cial support and continued specialized skills training are the
Morover, Tortorella et al. (2021) find that employees’ driving power for the implementation of Industry 4.0 (Jain &
involvementpositivelyaffects the relationship between Ajmera, 2020). Specific and concrete actions that need to be
Industry 4.0 adoption and manufacturers’ operational perfor- taken to accelerate the realization ofIndustry 4.0 (Jain &
mance improvement. Ajmera, 2020).
Lacking trust, unclear benefits for suppliers and different In order to overcome these challenges, scholars have pro-
perceptions of Industry 4.0 hamper digital information sharing posed some solutions. For example, Rahman et al. (2020)
(Müller et al., 2020). Industry 4.0 requires enhancing commu- present a distributed Blockchain-based security to industry
nication and collaboration among manufacturers. Particularly, 4.0 applications with SDN-IoT enabled environment, which
it requires information infrastructure in manufacturersto be incorporates different services of industry 4.0. Mosteiro-
closely interconnected, including production equipment, ro- Sanchez et al. (2020) propose a lightweight End-to-
bots, operating personnel, materials, and finished products. It End(E2E) encryption algorithm to achieve a full security ap-
involves advanced automatic, knowledge, information, and proach for Industry 4.0. Kumar et al. (2021) propose a hybrid
real-time adopted production procedures in manufacturing framework using Modified Stepwise Weight Assessment
and the process of value adding and knowledge management Ratio Analysis and Weighted Aggregated Sum Product
in product and services (Haleem & Javaid, 2019). Assessment methods to overcome the barriers in the
Industry 4.0 requires connecting system infrastructures and implementation ofIndustry 4.0. Rao and Prasad (2018) exam-
data analytics seamlessly to achieve autonomy, coordination, ine features of the 5G technologies and describe how these
cooperation, and collaboration in manufacturing processes technologies can affect Industries 4.0. They argue that 5G
(Branger & Pang, 2015; Gunasekaran et al., 2019; Luthra & would be a key enabler for factories of the future as it could
Mangla, 2018; Sanchez et al., 2020c). The demands of human provide unified communication platform needed. Rajput and
intervention in the manufacturing process drop (Rao et al., Singh (2020) find that the digitalization process, interopera-
2020). Therefore, Industry 4.0 requires horizontal integration bility, CPS standards and specifications, sensor technology,
through value networks, vertical integration and networked are the most influential Industry 4.0 technologies.
manufacturing systems, and end-to-end digital integration of
engineering across the entire value chain (Müller et al., 2020;
Wang et al., 2017; Wang et al., 2016). Moreover, Industry 4.0 6 Conclusions
requires manufacturersto rethink and reshape their business
models to deal with the ever-changing customer demands Industry 4.0 offers new technologies to facilitate interconnec-
and market turbulence (Fathi & Ghobakhloo, 2020). tion and computerization in manufacturing. It involves ad-
Industry 4.0 presents new challenges and opportunities for vanced automatic, knowledge, information, and real-time
safety management. In Industry 4.0,the combination of oper- adopted production procedures. Industry 4.0 proposes to de-
ational technology and information technology infrastructures centralize production through shared facilities in the integrated
generate new security threats (Mosteiro-Sanchez et al., 2020). global industrial system for on-demand manufacturing to in-
On one hand, Industry 4.0 relies heavily on IoT and smart crease efficiency, customization, innovation, profitability, per-
sensors, such as smart energy meters (Huo et al., 2020). The formance, and better management of safety (Azeem et al.,
reconfigurability of factories and the integration of mobile 2021; Brettel et al., 2014; Haleem & Javaid, 2019) by enabling
robots and objects in intelligent manufacturing are built on technologies, methods, and tools (Albers et al., 2016), Industry
wireless communications (Lucas-Estañ et al., 2020). The com- 4.0 integrates evolutionary advances in manufacturing, pro-
plexity of sensors, appliances, and sensor networks duction technologies, information technology, distributed
connecting to the Internet and the model of Industry 4.0 has processing power, and visualization tools for firms toperform
created challenges for designing systems, infrastructure, and innovation, improve their business process, and create com-
smart applications that are capable of continuously analyzing petitive products and services (Abdirad et al., 2020). With the
the data produced (Narwane et al., 2020). On the other hand, purpose of improving productivity, optimizing costs, and
Inf Syst Front

increasing quality and reliability,Industry 4.0 has a significant Bag, S., Yadav, G., Wood, L. C., Dhamija, P., & Joshi, S. (2020).
Industry 4.0 and the circular economy: resource melioration in lo-
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Industry 4.0 and its constituent technologies offer significant Balderas, D., Ortiz, A., Méndez, E., Ponce, P., & Molina, A. (2021).
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2017; Choudhary & Mishra, 2021; Echchakoui & Barka, optimization algorithms: case study PCB drilling optimization.
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2020; Yli-Ojanperä et al., 2019). sensors for smart objects by printing technologies in industry 4.0
By examining papers related to Industry 4.0, this paper scenario. Energies, 13(22), 5916.1–17.
presentsa systematic review of the scope of Industry 4.0, its Borregan-Alvarado, J., Alvarez-Meaza, I., Cilleruelo-Carrasco, E., &
Garechana-Anacabe, G. (2020). A bibliometric analysis in industry
goals and implementations. This study summarizes the bar- 4.0 and advanced manufacturing: what about the sustainable supply
riers and challenges to the implementation of Industry 4.0. chain? Sustainability, 12(19), 7840.1–16.
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Inf Syst Front

Xu, L. (2020). Industrial information integration – An emerging subject Publisher’s Note Springer Nature remains neutral with regard to jurisdic-
in industrialization and informatization process. Journal of tional claims in published maps and institutional affiliations.
Industrial Information Integration, 17(2020), 100128.1–4.
Xu, L., & Duan, L. (2019). Big data for cyber physical systems in indus-
try 4.0: a survey. Enterprise Information Systems, 13(2), 148–169. Caiming Zhang is an Associate Professor of Information Economics in
Xu, L., Lu, Y., & Li, L. (2021). Embedding blockchain technology into the School of Labor Relations and Human Resourcing Management at
IoT for security: a survey. IEEE Internet of Things Journal. https:// China university of Labor Relations. He received his Ph.D. in Industrial
doi.org/10.1109/JIOT.2021.3060508. Economics from Beijing Jiaotong University in 2008. His research inter-
Xu, L., Xu, E. L., & Li, L. (2018). Industry 4.0: state of the art and future ests include Information Systems, Big Data, Data Analytics, Business
trends. International Journal of Production Research, 56(8), 2941– Intelligence, Internet of Things, Block Chain and E-business. He has
2962. published articles in Library Hi Tech, Journal of Industrial Information
Yang, S., Kaminski, M. R. A. R. J., & Pepin, H. (2018). Opportunities for Integration, the Journal of Industrial Integration and Management and the
industry 4.0 to support remanufacturing. Applied Sciences, 8(7), Journal of High Technology Letters and the others.
1177.
Yli-Ojanperä, M., Sierla, S., Papakonstantinou, N., & Vyatkin, V. (2019). Yong Chen is an Assistant Professor in A. R. Sanchez, Jr. School of
Adapting an agile manufacturing concept to the reference architec- Business, Texas A&M International University. He received his Ph.D.
ture model industry 4.0: A survey and case study. Journal of from Old Dominion University in Virginia. His research interests are in
Industrial Information Integration, 15(2019), 147–160. the area of Internet of Things, big data, social media, mobile payment, and
Zhang, C. (2019). Research on the fluctuation and factors of China TFP E-business. His publications appeared in many journals, including
of IT industry. Journal of Industrial Integration and Management, Enterprise Information Systems, Technological Forecasting and Social
04(04), 1950013.1–19. Change, and Internet Research.
Zhang, C. (2020). Research on the economical influence of the difference
of regional logistics developing level in China. Journal of Industrial Hong Chen is an Assistant professor of Informatics in the School of
Integration and Management, 05(02), 205–223. Business and Economics at Indiana University East. She received her
Ph.D. in Information Technology from Old Dominion University in
Zhang, C., & Chen, Y. (2020). A review of research relevant to the
Norfolk, Virginia in 2019. Her research interests include Information
emerging industry trends: Industry 4.0, IoT, blockchain, and busi-
Systems, cyber security, big data, database management, data mining,
ness analytics. Journal of Industrial Integration and Management,
data analytics, business intelligence, cloud computing and cyber-
5(01), 165–180.
physical system. Chen has published articles in Library Hi Tech,
Zhang, C., & Chu, H. (2020) Preprocessing method of structured big data Systems Research and Behavioral Science, the Journal of Industrial
in human resource archives database. 2020 IEEE International Integration and Management and the Journal of Management Analytics.
Conference on Industrial Application of Artificial Intelligence
(IAAI), Harbin, China, 379–384.
Dazhi Chong is an Assistant professor of school of management at
Zhang, C., & Fu, W. (2021). Optimal model for patrols of UAVs in power California Lutheran University, he received Ph.D in information technol-
grid under time constraints. International Journal of Performability ogy from Old Dominion University. Dr. Chong’s research covers a wide
Engineering, 17(1), 103–113. range of topics in the IT discipline, including Information Systems, Social
Zhang, C., Xu, X., & Chen, H. (2019). Theoretical foundations and ap- Network Analysis, Computer Supported Cooperative Work, Data
plications of cyber-physical systems. Journal of Library Hi Tech, Mining, and Financial Analysis. He has published papers in a wide range
38(1), 95–104. of scholarly refereed journals and conferences.