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With the development towards Industry 5.0, manufacturing companies are developing towards Smart Production - namely, using data as a resource to interconnect the elements in the production system for a more resource-efficient and sustainable production. Selection and integration of digital technologies are crucial steps to ensure that suitable technology is chosen and properly introduced in the production system. However, having one digital technology is not enough; rather there is a need to combine several synergising technologies for smart production. There are many challenges when selecting and integrating a combination of synergising digital technologies for smart production. Therefore, the purpose of this paper is to support manufacturing companies in systematically selecting and integrating suitable digital technologies for efficiently benefiting data value chains for smart production. This paper employed a multiple case study involving manufacturing companies within different industries and of different sizes. The paper analyses the current challenges related to the selection and integration of digital technologies and proposes a data flow framework with possible ways of combining digital technologies. The proposed framework shows alternative data flows between a combination of technologies depending on what digital technologies are selected and how they are integrated.

PurposeManufacturing companies still struggle to integrate additive manufacturing (AM) technologies with existing traditional manufacturing technologies. This paper explores AM technology integration into a global manufacturing company from an operational capability perspective.Design/methodology/approachThe research was conducted using a single case study in collaboration with a global heavy-duty vehicle manufacturer. Data were collected through a focus group and interviews representing management and engineering roles. Additional data were collected from meetings, company documents, field notes and observations. Subsequently, the collected data were analyzed thematically.FindingsThe findings reveal that, despite the company embarking on its AM technology integration journey, it encountered challenges, including cognitive fixation, manufacturing fixation, situational awareness, ambiguous ownership and the make-or-buy dilemma. Furthermore, the findings showed that the company developed operational capabilities - such as developing proficiency in AM know-how, continuous use of AM technology, operational practices for AM technology, cross-collaboration for AM initiatives and business cases for AM technology - to address these challenges. A facilitation model was developed, outlining essential actions prioritized for the short-term, mid-term and long-term. These actions leverage the operational capabilities to address challenges in AM technology integration.Originality/valueThis paper offers an in-depth exploration of AM technology integration in a global heavy-duty vehicle manufacturer. It introduces a novel application of operational capability theory and proposes a facilitation model for managers and academics in pursuit of achieving AM technology integration.

The growing demand for batteries, driven by the rapid growth of electric vehicles and renewable energy technologies, has led to increased focus on their lifecycle management. While batteries may reach the end of their primary life, they often have the potential for a second life, offering valuable services before their eventual recycling. This paper presents a comprehensive business model framework tailored for the second life battery business, aiming to guide stakeholders in the battery ecosystem through the complexities of this emerging field. Developed through detailed theoretical and practical industry insights, the framework is segmented into three core elements: value proposition, value creation and delivery, and value capture. Each core element further branches into sub-elements, offering a modular approach for stakeholders to construct unique business models. The paper also includes in-depth value analyses, sustainability implications, and stakeholder interests, providing a holistic understanding of the second life battery business. Practical implications for key stakeholders in the battery ecosystem, including battery OEMs, remanufacturers, repurposers, and dealers, are discussed. The paper contributes to the theory of circular business models in general, with specific relevance to battery circularity. 

Digital transformation represents a compelling opportunity for manufacturing companies to enhance their competitiveness. This transformative journey offers myriad possibilities, including improved connectivity between workers and machines, as well as seamless machine-to-machine interactions. However, many manufacturing companies encounter challenges when attempting to implement digital transformation effectively. The process of digital transformation is often slow, and most companies find themselves in the early stages of adoption, grappling with the ambiguity surrounding the associated technologies. A systematic approach for the implementation of digital transformation is still elusive for many manufacturing companies. The number of studies exploring digital transformation is increasingly growing, encompassing various sectors and domains. However, within the manufacturing sector, there remains a need for further research and clarity on systematic implementation approaches. To address these issues, this research undertakes a comprehensive analysis to identify the critical factors that influence digital transformation in the manufacturing sector. The objective of this research is to identify the factors that drive the success of digital transformation in manufacturing companies while also uncovering factors that, when neglected, could lead to failure. Through a systematic literature review, this research identifies 11 critical factors. These factors serve as the basis for developing the ARTO model, a structured framework comprising four distinct categories: "Awareness-related factors," "Readiness-related factors," "Technology Selection-related factors," and "Operations-related factors." Moreover, this research incorporates expert perspectives gathered through a survey to refine the ARTO model. This study offers the ARTO model and digital transformation definition as practical tools for successfully implementing digital transformation in manufacturing companies, while also delineating the intricate relationships among the crucial factors. By shedding light on the factors underpinning digital transformation in the manufacturing sector, this research contributes to the ongoing discourse and facilitates more effective adoption of digital transformation strategies.

To maximize circularity, remaining value in electric vehicle (EV) batteries can be retained through deploying different strategies such as reusing and repurposing to enable second life applications before they are recycled. Since EV battery ecosystems for the so-called battery second life are at early, emergence stages, they are characterized by uncertainties and high complexity. Despite previous analyses on the topic, collaboration in terms of roles, hierarchies, as well as the circular ecosystem dynamics remain unclear. We thus conduct a systematic literature review, applying a complex adaptive systems lens to map the literature concerning the three core dimensions of ecosystems: conceptual, structural, and temporal. Results point to the need to collaborate to enable circular ecosystems for EV battery second life, but also hint to high diversity of actors- over 40 types of actors potentially relevant for EV battery second life ecosystems - and various challenges for collaboration in such ecosystems.

Cyber-physical production systems (CPPS) are the backbone of Smart Production. Digital transformation often starts from a hierarchical systems landscape based on the automation pyramid with legacy systems and low data availability. CPPS's are characterized by a decentralized structure with the ability to share data and services across the value chain, to gain benefits in line with Industry 5.0 demands. Literature proposes different models, which in theory should enable companies with individual starting points and legacy systems to implement a holistic CPPS architecture. Nevertheless, companies struggle with its implementation. Therefore, the purpose of this article is to analyze challenges when implementing a holistic CPPS architecture. A case study assesses the transformation of a global manufacturing company towards a holistic CPPS architecture with input from stakeholders at management level to operators. This paper provides examples and insights into current challenges and gives recommendations for next steps towards a holistic CPPS architecture.

The twin transition, which involves the integration of digital and green transformations, is increasingly recognized as crucial for achieving a sustainable and competitive future. These intertwined transitions aim to decarbonize the economy by leveraging advanced digital technologies. Despite growing policy efforts to advance the twin transitions agenda and move toward a net-zero society by 2050, organizations face significant challenges in aligning digital innovations with sustainability goals. These challenges include the lack of a clear conceptualization, foundational success factors, and a structured series of activities needed to achieve the twin transition. These current shortcomings carry practical implications for implementing the twin transition and speak to the need for further research. Consequently, this study addresses these gaps by identifying the factors influencing the organizational implementation of the twin transition. To this end, we conduct a semi-structured literature review to synthesize current research on twin transitions. We provide a novel definition of twin transitions as “two parallel and mutually reinforcing digital and green transitions that amplify each other, leading to sustainable competitiveness for firms”. Moreover, our analysis delineates a twin transition implementation framework, which includes triggers, organizational practices, foundational success factors, and outcomes for organizations. Our findings indicate that twin transitions are manifested through two key organizational practices: the initial stage of twin transition practices and the practices to achieve maturity in the twin transition. Furthermore, the study contributes to the growing literature at the intersection of digitalization and sustainability, providing numerous suggestions for future research and highlighting the importance of focusing on a firm-centric research agenda.

Quarry sites are complex systems that involve several heavy machines, equipment, people, and management systems working together in an unstructured off-road environment. Gaining accurate insights about these sites requires integrating models at various levels to enable a holistic view systems and processes involved and facilitate effective planning, coordination, and decision-making. In this paper, a multi-level modelling framework is proposed to provide an overall structure for the modelling of quarry sites. The motivation for this framework is drawn from insights gained through a large manufacturing company in the heavy-duty vehicle industry, providing a practical perspective on the modeling approach. The framework integrates models of different operations on site enabling effective simulation and optimization and leading to better understanding of the workflow on site and pointing out any possible bottlenecks. The feasibility of the proposed framework was validated through workshops that included a panel of experts in different areas of the field of off-road machinery production company.

Cloud computing is a game-changer model that opens new directions for modern manufacturing. It enables services and solutions that help improve the productivity and efficiency of smart production plants. The main objective of the paper is to provide a summary of the various cloud-based manufacturing services currently being offered to manufacturers or that could be offered in the future. Additionally, the paper aims to discuss the various enabling technologies used to support the integration of cloud manufacturing in the manufacturing industry. Furthermore, the paper categorizes the different services based on their functionalities and maps them to four levels of production such as plant level, production line level, machine level, and process level. The categorization of services and mapping them to appropriate levels in production can enhance efficiency and productivity in the manufacturing industry. The study advances the discussion on cloud-based manufacturing from the types of services and enabling technologies perspective.

The electrification of vehicles has become a critical means to achieve climate-neutral transportation. As more electric vehicles (EV) are adopted, an increasing number of lithiumion batteries will be utilized, inevitably experiencing capacity degradation over time. Retaining the value of these retired batteries through remanufacturing, reusing, and repurposing to create a second life holds significant environmental and economic benefits. However, many companies within the battery ecosystem struggle to capitalize on this opportunity due to a lack of business insight and suitable business models tailored to their operational contexts.

The ReCreate (Second Life Management of Electric Vehicle Batteries) research project was initiated to address these industrial needs through close collaboration with selected companies in the battery ecosystem. The project aims to define appropriate circular business models, methods, and processes to guide battery ecosystem actors in developing and implementing electric vehicle battery second life solutions, thereby advancing circularity around batteries and climate-neutral objectives. 

This handbook represents the culmination of three years of research within the ReCreate project. Its purpose is to present a simplified and practical overview of project outcomes across a series of key chapters. Comprising six chapters, the handbook will begin by discussing barriers and enablers, followed by circular business models and battery ecosystem management. It will then delve into design principles and performance monitoring guidelines, concluding with an integrated framework for second life and circular solutions for EV batteries. 

Each chapter briefly presents the main findings of the theme and concludes with discussion questions. The discussion questions include suggestions for relevant templates for workshops, and all templates are conveniently provided in the appendix for practical application. These templates serve as boundary objects, offering a starting point for internal and external cross-functional and cross-organizational dialogues within the electric vehicle battery ecosystem. They facilitate discussions and collaborations among various stakeholders, fostering alignment and synergy in developing circular business models for the second life of EV batteries.  

By facilitating reflection on current business strategies, needs, and pain points, the handbook aims to aid in the definition of future second life business strategies. We anticipate that this handbook will serve as a valuable resource for actors within the EV battery ecosystem, supporting their journey towards climate-neutral transportation.