1、采购40工业40循环经济外文翻译中英文采购4.0、工业4.0循环经济中英文2020英文Procurement 4.0 and its implications on business process performance in a circular economySurajit Bag, Lincoln C.Wood, Sachin K.Mangla, Sunil LuthraAbstractThe purpose of this study is to identify how Procurement 4.0 and digital transformations are related
2、and how digital transformation impacts the intention to optimize the procurement process in the circular economy. The moderating effect of information processing capability is also investigated. We survey South African manufacturers and analyze survey results using the Partial Least Squares Structur
3、al Equation Modelling (PLS-SEM) approach to test the research hypotheses and our theoretical framework. Finally, a sample business process is simulated to evaluate how Industry 4.0 automation can influence organizational procurement process optimization and circular economy performance. The findings
4、 of this empirical study indicate that Procurement 4.0 strategy positively influences buyers intention to optimize business processes. Second, Procurement 4.0 performance review positively influences buyers intention to optimize business processes. Third, information processing capability moderates
5、the effect of Procurement 4.0 performance review on buyers intention to optimize business processes. Finally, buyers intention to optimize business processes plays a key role in enhancing circular economy performance. The simulation results demonstrate the potential benefits from industry 4.0 applic
6、ations in the procurement function in a circular economy.Keywords：Business process，Circular economy，Dynamic capability view theory，Optimization，Procurement 4.01.IntroductionIncreasing global competition is impacting manufacturing businesses as intense competition creates a strain on scarce resources
7、, which affect their availability and cost competitiveness (Feger, 2014). Therefore, many firms have investigated the opportunity to develop a circular economy (CE) business model. CE business models can minimize the excess utilization of scarce natural resources and also reduce the volume of waste
8、generation (Schroeder et al., 2018), and therefore sustainable development (SD) goals would be achieved through CE principles (Ellen MacArthur Foundation, 2016). The current study focuses on the CE as a concept becoming increasingly important due to international efforts and market reactions that fo
9、cus attention and laws on sustainability improvements (Wood et al., 2018).The study will, therefore, provide managerial levers or areas that managers can directly influence that will result in improvements in CE performance. While Procurement 4.0 can bring many benefits (Bienhaus and Haddud, 2018),
10、it is not always clear how to translate the technologies into CE performance gains. This study establishes a foundation for explaining these connections, and makes two primary contributions. First, it explores the emerging phenomenon of Procurement 4.0 and procurement process optimization in the CE.
11、 Second, it examines the moderating role of information processing capability. Since research on Procurement 4.0 remains nascent, and most related studies are conceptual and exploratory, this empirical study elaborates on the growing theory in this area.The subsequent section presents a synthesis of
12、 literature reviews, presents the research propositions, and develops a conceptual research framework. Next, research methods are presented. The manuscript then presents the results obtained through the empirical survey, followed by simulation results. The final section discusses managerial implicat
13、ions and conclusions.2.Literature reviewIn this section, we present a review of Procurement 4.0 and CE to develop a common understanding of how these subjects are related.2.1.Procurement 4.0Managers treat time as a critical element separate from elements such as workforce and working capital. Cuttin
14、g down wastage in movement and material handling can eliminate delays and potentially enhance customer satisfaction. Reduction in lead times can be a competitive advantage for firms. Time management is the mirror image of cost management and yield management (Tersine and Hummingbird, 1995). Therefor
15、e, firms can reap benefits by reducing total cycle time in all operational activities such as design time reduction, procurement cycle time reduction, manufacturing setup time reduction, manufacturing time reduction and better delivery times (Ng et al., 1997).Ng et al. (1997)reported that less focus
16、 had been given by past researchers towards the reduction of cycle times in procurement activities.The procurement function includes purchasing and supply management, along with managing inbound and outbound logistics. These activities consume the most time for manufacturing firms while executing sa
17、les orders and, therefore, can be considered as a significant aspect of the firms sustainability. Supplier selection ultimately plays a key role as it can influence the delivery lead times. Also, the procurement transaction process (manual/semi-automated/automated) impacts the cycle time. Finally, t
18、he procurement cycle time can also vary depending on the nature of collaborative relationships with suppliers (Ng et al., 1997). Strategic purchasing and the strategic flexibility of the firm can significantly improve supply chain agility (Chiang et al., 2012).It has been established that procuremen
19、ts connection with the firms corporate strategy on cutting-edge production varies between country groups and over time. In Europe- or U.S.-based firms, there is evidence of a link bewteen procurement strategy and corporate strategy (Yang et al., 2013). The next generation of manufacturing focuses on
20、 smart manufacturing technologies (Kusiak, 2018). Compared to traditional measures such as costs and quality; modern manufacturing demands high supply security and the ability of supply networks to restore normal operations immediately after disruptions (Brennan et al., 2015).Tools and guides have b
21、een proposed to support managers understanding of digitalization, such as a grid providing two categories of digitalization technologies used by modern manufacturers in the procurement function (Srai and Lorentz, 2018). The first category consists of basic technologies (Internet) and the second cate
22、gory comprises of advanced technologies (e.g., the use of IoT, artificial intelligence (AI) and machine learning (ML), big data analytics (BDA), blockchain technologies, and advanced manufacturing technologies).Companies are using basic technologies in e-procurement (e.g., e-ordering and e-sourcing
23、that is often poorly integrated with e-tendering and e-informing applications) while advanced technologies are used for burden reduction (automated procure to pay, material flow, automated supplier helpdesk, virtual procurement assistant and smart maintenance); internal development (real-time spend
24、and other KPIs through mobile apps, realistic TCOs with data, AI-based category management, and smart contract management) and broad value contribution (virtual supplier room with scorecards, supply chain dashboards, blockchain-based product information record, virtual product assessments, cloud-bas
25、ed risk analytics systems and virtual supply markets) and audits through external resource management and supply knowledge generation (Nicoletti, 2018).The volume of unstructured data generating from a variety of sources in this smart manufacturing era has given birth to big data and predictive anal
26、ytics (BDPA) approaches. The wide-spread use of the internet and other information technology (IT) advances have enabled manufacturers to extract information in real-time due to improved communication and flow of information (Kache and Suering, 2017).The benefits derived from BDPA drive manufacturer
27、s towards increased adoption and application of digital technologies. BDPA plays an instrumental role in the management of business processes and faster decision making (Brinch, 2018). BDPA can be a game-changer in todays complex supply chain networked environment by allowing manufacturers to arrang
28、e timely supply, reduce buffer inventories and operate in a lean way. Businesses can improve their supply chain performance by implementing BDPA (Bag, 2017), and specific performance improvements can be developed, such as improved lead times (Kache and Suering, 2017).De Brca et al. (2006)found that
29、IT complexity moderates the relationship between service practices and service performance. Information and communication technologies (ICT) can transform manufacturing in this digital age. ICT can empower top floor management decision making to shop floor workers in their day to day operations (Ley
30、er et al., 2018). Data-driven decision support systems can better drive success than older, human-based systems (Wood et al., 2017).The integration of operations with suppliers enables firms to capture the benefits from the exchange of information (Vanpoucke et al., 2017).Vanpoucke et al. (2017)addi
31、tionally reported that IT use is an important foundation for the integration of suppliers.The gradual movement of firms towards digitalization earmarks the era of the fourth industrial revolution, popularly called I4.0. In an I4.0 environment, firms can increasingly connect and integrate with suppli
32、ers (upstream) and customers (downstream) in the network through the wireless internet of everything. Secondly, transparency of information can create virtual copies of the physical plant. Thirdly, cyber-physical systems can enable decentralized decision making, and lastly, decision support systems
33、(using mobile apps) can provide technical assistance. These principles can be used as a basis to design principles for digitalizing procurement function (Tham and Luo, 2013;Kltzer and Pflaum, 2015).The combination of digitization and procurement is an emerging area; in this research, the term Procurement 4.0 (application of I
