Strategic systematic for software development in industry 4.0

• DOI: http://doi.org/10.1002/jsc.2361
• Published date: 01 September 2020
• Date: 01 September 2020
• Author: Carlos Eduardo Sanches Silva,Karollay Giuliani Oliveira Valério,Sandra Miranda Neves

RESEARCH ARTICLE

Strategic systematic for software development in industry 4.0

Karollay Giuliani de Oliveira Valério | Carlos Eduardo Sanches da Silva |

Sandra Miranda Neves

UNIFEI, Federal University of Itajuba, Itajubá,

Brazil

Correspondence

Karollay Giuliani de Oliveira Valério, Federal

University of Itajuba (UNIFEI), Prof. José

Rodrigues Seabra Campus, Production

Engineering and Management Institute, BPS

Avenue, 1303, Pinheirinho District,

37500-903 Itajubá, Minas Gerais State, Brazil.

Email: karollayoliveira@hotmail.com

Abstract

Industry 4.0 is a relevant subject both in academia and practice. Organizations need

systems for managing technologies and to understand how they can be essential for

business strategy. The requirements of software development include points that

must be discussed at a strategic level to create institutional value. Systematics that

integrate technology, and theory will influence the organization's strategic decisions.

Keywords: industry 4.0, software development, systematic proposal, technology

roadmapping

KEYWORDS

industry 4.0, software development, systematic proposal, technology roadmapping

1|INTRODUCTION

Smart industry and industry 4.0 are crucial keywords for the develop-

ments in manufacturing systems (Longo, Nicoletti, & Padovano, 2017).

The capabilities of d igital solutions/tool s have opened new oppo rtuni-

ties and created ambitious challenges for manufacturing systems. In

recent years, these technological advances have motivated the indus-

tries, companies, and even governmentsto seek an improved alignment

between strategicobjectives and technology managementthrough the

application ofstructured and flexible approaches using techniquessuch

as technologyroad-mapping (TRM) (Carvalho,Fleury, & Lopes, 2013).

The basic principle of industry 4.0 is the core of the so-called

Internet of things and manufacturing interfaces (R. Lopez, 2014):

Products in progress and production machines that will collect and

share data in real-time. This technology leads to a shift from central-

ized plant control systems to intelligent decentralization (Shrouf, Ordi-

eres, & Miragliotta, 2014). According to the same author, this

approach allows the machines to adapt to changes and behavior, auto

reconfiguring, showing the ability of systems to perceive information

and obtain results, besides storing knowledge gained from experience.

That is intelligent production at systems and processes level, with

adequate engineering and quick installations in the future

(Kagermann, Wahlster, & Helbig, 2013).

Industry 4.0 offers new and innovative ways for organizations to

manage and monitor their operations intelligently and seamlessly using

the maximum of embedded technology, sensors, and connections. Based

on research found in Weyer, Schmitt, Ohmer, and Gorecky (2015) and

Stock and Selinger (2016), but as highlighted in Qin, Liu, and Grosve-

nor (2016), the technology roadmap for the realization of Industry 4.0 is

still unclear and the gap analysis between current manufacturing systems

and industry requirements 4.0 shows that there is still a long way to go.

TRMisintendedtohelpunderstandhowtechnologyandbusiness

knowledge combine to provide strategic support, innovation, and hence

the operational process in the enterprise in the context of the external

and internal environment (Blismas, Wakefield, & Hauser, 2010; Kim

et al., 2009). Roadmapping is a long-term planning instrument that allows

establishing strategic goals and estimating the potential of new technolo-

gies, products, and services (Vishnevskiy, Karasev, & Meissner, 2016). It

is concerned with identifying technological trends as well as the most

important (key) technologies (Phaal, Farrukh, & Probert, 2001, 2004).

TRM is a growing technique widely used for strategic planning and align-

ment of technology with general business objectives. TRM's are widely

used in several diverse fields in products, technology, industry, enter-

prises, and national levels (P. Bloem, Schlichtkrull, et al., 2018; S. L.

Bloem, Vasconcellos, Guedes, Guedes, & Costa, 2018). An increasing

number of published articles on the subject indicate that there is more

considerable attention to TRM among academics, industry, and govern-

ment researchers (Amer & Daim, 2010). However, there is a growing

need for new models and innovations. With the use of these new

JEL classification code: L21.

DOI: 10.1002/jsc.2361

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