See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/325442697

The proposal of Logistics 4.0 maturity model

Preprint · May 2018

CITATIONS READS

0 1,640

2 authors:

Joanna Oleskow-Szlapka Agnieszka Stachowiak

Poznan University of Technology Poznan University of Technology
73 PUBLICATIONS   233 CITATIONS    58 PUBLICATIONS   132 CITATIONS   

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

The development of sustainable transport in local government units in Poland and in the world View project

I ndustrial E ngineering and Management of E uropean Higher E ducation / IE3 View project

All content following this page was uploaded by Joanna Oleskow-Szlapka on 07 July 2018.

The user has requested enhancement of the downloaded file.

 The framework of Logistics 4.0 Maturity Model

Joanna Oleśków-Szłapka[1] and Agnieszka Stachowiak[1]

1
Poznan University of Technology, Strzelecka 11, 60-965 Poznan, Poland
joanna.oleskow-szlapka@put.poznan.pl,
agnieszka.stachowiak@put.poznan.pl

Abstract. The term Industry 4.0 is widely recognized, not only among academ-
ics, but also among business. The term that has not gained that popularity and
publicity yet is Logistics 4.0. As industry needs material flows, and in global
economy they are of high complexity, authors believe that Logistics 4.0 will be
the field of research and solutions within it will be sought for and implemented
by companies. The paper presents the framework of Logistics 4.0 Maturity
Model, developed to provide companies with opportunity to assess current sta-
tus with respect to Logistics 4.0 and develop a road map for improvement pro-
cess. The model is developed basing on the literature research on Logistics 4.0
and maturity models and design to offer measures that can be translated into set
of guidelines or recommended solutions towards Logistics 4.0. The research is
at the modeling stage, however the pilot research among business to recognize
their awareness of Logistics 4.0 as a source of competitive advantage and tools
and methods within Logistics 4.0 was already conducted and is to be the basis
for further research stages.

Keywords: Logistics 4.0, maturity model, maturity assessment

1 Motivation

Today, companies striving to survive in an increasingly ambitious environment

need to undergo substantial transformations. The implement organizational and tech-
nical solutions to improve their flexibility, respond to customer requirements quickly
and efficiently, be competitive. The range of the solutions available is wide and the
most advanced in terms of technology are within Industry 4.0 concept [1]. Industry
4.0 offers a broad variety of options and selecting the best/most suitable requires from
a company defining its goals at the strategic level. However, it is believed, that nowa-
days, business models rather than strategy, should be implemented as a navigation
instrument towards sustainable success in the market.
Dynamic development of manufacturing Industry 4.0 is a result of some processes,
for example: internationalization, information technology development and also hyper
competition.[2] The example of such models are maturity models developed to meas-
ure the degree of progress and advancement in the given field. Their goal is to provide
insight into continuous process improvement and status quo analysis. Hence, a ma-
2

turity model can guarantee confirmation of business model management’s perfor-

mance and measure its capability.
In the literature authors have found numerous examples of maturity models for busi-
ness processes, as well as Industry 4.0 [3,4,5,6], nevertheless, there is a gap in the
field of Logistics 4.0 [7] - the approach complementary to Industry 4.0, covering solu-
tions for designing and managing material flows in contemporary economic systems
(namely global supply chains) – which gives opportunities for developing new busi-
ness models. To fill the gap in, authors present a framework of the Logistics 4.0 Ma-
turity Model. The model is developed to provide companies with a methodology that
allows both to assess their Logistics 4.0 current status and to outline a road map for
improvement, considering three key elements: Management, Material Flows, and
Information Flows.

2 Research design and methodology

Industry 4.0 and Logistics 4.0 are inherent elements of contemporary business en-
vironment, even if companies are not aware that they benefit from solutions within
their scope. The research strives to develop an evaluation methodology to assess
whether the current status of a company (processes it performs, information systems it
benefits from and management approach it uses) corresponds in any way with Logis-
tics 4.0 solutions. Such a feedback can make managers aware that they already are
benefiting from Logistics 4.0 and be an incentive to implement more solutions from
its scope.
The methodology is to focus on assessing level of maturity in the context of Logistics
4.0 – Logistics 4.0 Maturity Model. The model is based on authors knowledge and
experience in the field. Theoretical framework is to be implemented into IT environ-
ment to make the methodology available for wide spectrum of potential users. The
main stages of the research are presented in the Figure 1.

Free-access
application

Test stage

App develop
Practical model implementation
Model
Experts Theoretical model development
panel
Literature
research
Figure 1. Brief outline of methodology of research implemented

The paper covers mainly the basis, which theoretical part. Literature research was
carried among world literature in Logistics 4.0 and maturity models. Experts panel
brainstormed the most important elements of the model and produced the framework
 3

of Logistics 4.0 Maturity Model. The model is to be transformed into an online appli-
cation, tested and published as free-access tool.

3 Literature review

3.1 Logistics 4.0 and smart supply chain management

According to World Economic Forum [8] by 2025, the global supply chain will
mature as a vast network of interconnected companies, processes, and data flows that
will support new business designs and models. End-to-end visibility is a necessity, in
fact, complete visibility of the entire supply chain could achieve true demand-driven
planning, allowing efficient response to changes in sourcing, supply, capacity and
demand [9]. Demand for individualized products is continually increasing hence,
supply chain processes (inbound and outbound logistics) have to adapt to this chang-
ing environment, since due to the increasing complexity, it cannot be handled with
ordinary planning and control practices [10].
The Logistics Trend Radar report, developed by the DHL company in 2014, drew
attention to the possibility of using modern technologies within the field of Industry
4.0 as part of the provision of logistic services. The paradigm shift caused by Industry
4.0 is bringing about a fundamental change in the associated information flow and
this affects the entire logistics delivery process. As a result, logistics becomes closely
integrated into the overall value chain and shifts towards service-oriented logistics on
demand [11]. DHL decided that the Internet of Things will support the introduction
of intelligent machinery and devices that enable the control of modern logistics pro-
cesses to the logistics market [12,13], contributing to development of Logistics 4.0
idea.
Logistics 4.0 definitions are vague as the concept is not homogenous. They focus
on large amounts of data flow management and integration of decentralised complex
systems [13,14,15,16,17,18,19] From operational perspective, Logistics 4.0 status is
presented in the reports by research centers and Logistics services providers
[20,21,22].
The definition of Logistics 4.0 combines two aspects: processual (supply chain
processes are a subject of the Logistics 4.0 actions) and technical (tools and technolo-
gies that support internal processes in the supply chains) [23]. The tools and technol-
ogies are mostly within IT range as digitization creates plenty of advantages for the
supply chain. They comprise among other things following issues: reduced complexi-
ty, increased reliability, predictability and thus minimized risks, reduced errors, re-
duced transport cost, creating new business areas and thus turnover potential, in-
creased innovation capability, increased agility and flexibility, e.g. in case of new
market requirements [24]. As a result Logistics 4.0 plays the same role in managing
supply chains as Industry 4.0 for modern manufacturing factories, and in Industry 4.0
solutions spectrum is often called Smart Logistics, Logistics Management or Supply
Chain Management [25], whereas in the literature on the subject Smart Logistic is
defined as the logistics system, which can improve the flexibility, the adaptation to
the market changes and bring the company closer to customer needs [26] however the
4

definition of Smart Logistics assumes that a specific level of technological develop-

ment is temporary [27,28], so it is not an accurate reflection of Logistics 4.0, which
requires an additional defined level of technological development, introduction of
regular technological changes with respect to currently binding standards and tech-
niques
Disregarding small terminological differences between Smart Logistics and Logis-
tics 4.0, the latter is also related to such concepts as Smart Services and Smart Prod-
ucts, which are autonomously implemented, without human participation, to increase
the availability of employee time. The concept of Smart Products refers to products
that have the ability to collect, store and share relevant data, while the idea of Smart
Services is based on providing modern methods of measuring and analyzing infor-
mation [23, 26]. In the logistics industry, where companies manage millions of daily
shipments, large amounts of data is obtained via orders transcripts, smart low battery
consuming sensors, GPS, RFID tags, weather forecasts or even social media. But
transport is not the only area that benefits from advanced technical solutions. Ware-
housing processes can be improved by combining automation, the Internet of things,
drones, 3D printing and innovative applications, becoming smarter, more connected,
automated and robotized.
The effort of implementation of Logistics 4.0 brings numerous benefits to compa-
nies, nevertheless, there are some disadvantages of the solutions as well. Advantages
and disadvantages of Logistics 4.0 application are presented in Table 1.

Table 1 Advantages and disdvantages of Logistics 4.0

The advantages of Logistics 4.0
Full integration of reality and virtual world
Opportunity of real-time communication between
system users, machines and other systems
Improvement of all the processes performed in
supply chain
Opportunity of lead times decreasing for products
and services directly responding to customers‘
needs
Decrease in cost of product design thanks to
implementation of Digital Twins
Decrease in risk of structural or organizational
mistakes in processes performed
Availibility of advanced technologies for analysis
of unlimited amount of data
Increased performance and availbility of
machines and operators
Opportunity to make autonomous decisions by all
the system users
Increased visibility and flexibility of supply
chains
Source: own work based on [23,26,27,29]
The disadvantages of Logistics 4.0
High implementation cost
Strict requirements concerning advanced IT
hardware implementation
Strict requirements concerning implementation of
process-oriented management methods (i.e. Just-
in-Time or Lean Management)
Requirements concerning implementation of
Industry 4.0 technologies
Problems with availability of data with no
methods to process them with
Novelty of the approach and low level of
awarness among companies
Strict requirements concerning integration of of
company’s sub-systems or supply chain elements

The advantages listed in the table refer mostly to potential Logistics 4.0 offers while
the disadvantages are the consequence of Logistics 4.0 requirements concerning
 5

technical and organizational solutions that need to be implemented prior to benefiting

from the potential identified. Hence, implementation of the solutions is crucial to
minimize the disadvantages and benefit from the concept, however it is not simple as
Logistics 4.0 is based on advanced knowledge and high-end solutions. This is why the
ability to identify, assimilate and use the available knowledge is one of the factors
creating companies’ sustainable competitive advantage [30,31,32].

3.2 Overview on maturity models and tools

Maturity can be defined as “the state of being complete, perfect or ready”

[33,34,35]. Maturity is referred to growth, as in Maier et al. [36], where the process of
bringing something to maturity means bringing it to a state of full growth, and to im-
provement and excellence.
According to Cookie-Davies [37] the term “maturity” has a number of usages; but
when used in conjunction with organization or industry development it signifies full
development or perfection. Maturity models give companies indicators as well as
guidance to analyze and subsequently improve their processes.
The concept of maturity is not new in the industrial engineering and management
field [38]. Crosby was among the first to propose, in 1979, a quality management
model with fives levels of maturity [40,41]
Maturity models are now widely spread in Project Management (PM), Knowledge
Management, Information Systems (IS) and Supply Chain Management (SCM) indus-
tries [4]. Maturity models in literature have different characteristics: they can be of
moderate or high complexity, maturity levels can be described in simple or complex
terms, and so on. Fraser et al [3] presented a first clear classification per typology of
maturity models. In particular, they distinguish three types of maturity models: (1)
maturity grids, (2) Likert-like questionnaire, (3) CMM-like models.
Probably the most disseminated maturity model is the Capability Maturity Model
(CMM) developed by researchers at the Software Engineering Institute of the Carne-
gie Mellon University. This model supports the management of the software devel-
opment process [39] Bowersox et al. [42] emphasize integration and collaboration in
mature supply chain.
In the field of Industry 4.0 many researchers have developed their maturity models
(f.ex. A.Schumacher et al [5].) whereas authors of the proposal have not found any
maturity models refering specifically to Logistics 4.0.
Hence authors believe that developing Logistics 4.0 Maturity Model could increase
recognition of the Logistics 4.0 concept, structure knowledge acquired so far and
produce original interpretation of the phenomena.
The Logistics 4.0 Maturity Model will be based on authors’ of the proposal inter-
pretation of existing literature. The literature search on Logistics 4.0 publications in
Scopus and Web of Science databases, gave the feedback presented in the diagram
below (see fig.2).
6

30

20

10

0
2010 2011 2012 2013 2014 2015 2016 2017 2018

„Logistics 4.0” Scopus Papers

WOS Papers

Fig.2. The number of publications referring to Logistics 4.0

The number of references found is not large (max 27), but growing, which shows on
one hand the cognitive gap and on the other proves the potential of the field. The total
number of references include press material and professional trade publications. The
list was filtered to identify scientific papers and the diagram presents those indexed by
Scopus and WoS.

4 The framework of Logistics 4.0 Maturity Model

4.1 Dimensions
Following the introduced research procedure, authors carried out the literature re-
search to characterize the terms “Logistics 4.0”, “maturity” and “maturity models”.
Due to limited size of the paper only brief presentation of the most distinctive features
of the terms were presented in the previous sections. Based on literature review of
existing maturity models, and Logistics 4.0 enablers, challenges and trends, the draft
model was developed, including maturity indicators and elements. Authors conformed
their ideas with academics specializing in the field of logistics during the experts pan-
el to foster introduction of new items and indicators for the maturity framework. The
feedback from experts panel and the literature review enabled definition of the final
structure of Logistics 4.0 Maturity Model.
The Logistics 4.0 Model was used to define criteria with which companies are
classified into five types. This classification is based on the following three aspect of
logistics1: (1) management (2) flow of material, (3) flow of information, which be-

1
According to Council of Supply Chain Management Professionals (previously the Council of
Logistics Management) logistics is the process of planning, implementing and controlling
(altogether referred to as management) procedures for the efficient and effective transporta-
tion and storage of goods (material flows) including services and related information (in-
formation flows) from the point of origin to the point of consumption for the purpose of
 7

come naturally three dimensions for Logistics 4.0 solutions, as presented in the Table
2.

Table 2. Logistics 4.0 dimensions and areas of evaluation

Logistics 4.0 dimensions Areas of evaluation
Management Investments, innovations management, integration
of value chains
Flow of material Degree of automation and robotization in ware-
house and transportation, Internet of things, 3D
printing, 3D scanning, advanced materials, aug-
mented reality, smart products
Flow of information Data driven services, Big data (data capturing and
usage), RFID, RTLS (real time locating systems),
IT systems (ERP, WMS, cloud systems)
Source: own work

The three dimensions constituting the Model Area can be used to assess the maturity
and awareness of managers in terms of solutions within Logistics 4.0. Depending on
the number and scope of solutions implemented, the conclusion on present Logistics
4.0 status can be drawn. Moreover, recommendation concerning the status improve-
ment, and maturity increase, can be defined basing on gaps identification and analy-
sis, making the model useful not only in terms of diagnosis, but also in terms of man-
agement.

4.2 Maturity levels

According to authors, the term ‘Logistics 4.0 maturity’ reflects the level to which a
company or a supply chain has implemented Logistics 4.0 concepts. Authors distin-
guish five maturity levels: Ignoring, Defining, Adopting, Managing and Integrated. In
the Figure 3 maturity levels are confronted with Logistics 4.0 dimensions.

conforming to customer requirements and includes inbound, outbound, internal and external
movements.
8

Ignoring Defining Adopting Managing Integrated

see the need

integration is full integration
not aware of for integration
initiated integration at resulting in
the need for but do not
most of levels synergy
integration know how to
manage it
some advanced
solutions
do not know improving many all possible
about know about advanced
material flows advanced
advanced advanced solutions solutions
are solutions
solutions improving material improving
implemented improving
improving flows but do not material flows
use it material flows
material flows are are implemented
implemented

do not know some

know about advanced
about advanced many advanced
advanced solutions solutions
solutions all possible advanced
solutions improving improving
improving solutions improving
improving information information
information flows information flows are
information flows are flows are
but do not use it implemented
flows implemented implemented

Fig.3 Logistics 4.0 maturity levels

Source: Authors’ own elaboration
The assessment of maturity level is based on analysis of Logistics 4.0 dimensions.
The aspects to be assessed include the need and the level of integration of internal
processes, and when applicable, the supply chain; number and scope of advanced
solutions improving materials and information flows. The assessment criteria should
refelect the range of solutions implemented, whether they cover all the needs and
requirements of the company. The presented theoretical approach assumes some
homegenity in companies performance, namely the same status of integration,
material and information flows, nevertheless it is possible, that company is advanced
in the area of information technology but material flows are realized with traditional
equipment (or opposite: material flows are automized and information flows are based
on traditional documents flow, however such situation seems less likely). Hence,
authors decided that the most important determinant of maturity is management, and
if integration level is coherent with at least one form of the flow (either matreial or
information) the maturity level the two represent is assigned to the company,
assuming that the latter dimension is soon to be upgraded. Such recommendation
should be presented to the company, according with gaps analysis and general
guielines for reaching the next level of maturity.
 9

5 Conclusions and outlook

By that year, according to the World Economic Forum, the implementation of digi-
tal platforms that enable cross-border trade and crowdsourcing of logistics routes
could together will contribute to substantial development of logistics. On top of inte-
grating Industry 4.0, supply chain and procurement leaders will also need to redistrib-
ute roles and responsibilities between humans and machines, taking the right cues and
best practices from across industries as they too evolve alongside the fourth industrial
revolution. Most companies associate digitization with the goal of greater delivery
reliability. Digitization provides various levers for this purpose, such as more trans-
parency, better predictability and planning, risk reduction or customer-specific prod-
ucts. At the same time, modern IT enables companies to integrate greater flexibility
and agility in their processes and therefore to react more promptly to customers and
market requirements. Increasing competition causes that data is progressively becom-
ing an asset. The goal of connected digitization and Industry 4.0 and Logistics 4.0 are
therefore the learning, agile company that is able to adapt to changing requirements.
Unfortunately, many enterprises have little knowledge about the characteristics of
both concepts, the solutions they propose, as well as the benefits of using the latest
methods of process digitization. The aforementioned thesis is confirmed by research
carried out by the Ministry of Development and Siemens in the years 2016-2017 col-
lected as part of the Smart Industry Polska Report [43].
By knowing where companies are today, they can easily find their future goal –
and how they will get there. Assessing Logistics 4.0 maturity will help visualize com-
panies’ path forward and set priorities for process improvement. First stage of planned
research is to carry out survey between Polish companies – the practical, implementa-
tion part of the research. Based on preliminary results from survey conducted by au-
thors in logistics and manufacturing companies from among the surveyed companies
33 percent know the term Logistics 4.0, 50% percent of companies know the concept
of big data, 83% companies want to apply automated data exchange systems and are
willing to automate their processes as well as introduce partial robotization of the
processes.
Identification of logistics maturity of companies will enable assessment of the in-
dustry condition in Poland and will provide data for analysing correlation between the
maturity level of a company, and its competitive position, size, development dynam-
ics, number of services offered, structure of capital and level of internationalization of
operations. The analysis is supposed to lead to general conclusion and development of
system dynamics model presenting system, that a company providing logistics ser-
vices undoubtedly is, behaviour in the form of causal loop. The model will add dy-
namic layer to the static concept of logistics maturity levels.

References
1. Kagermann, H., Wahlster,W., Helbi, J. : Recommendations for implementing the strategic initiative
Industrie 4.0. Final report of the Industrie 4.0 Working Group (2013).
10

2. Grzybowska, K., Łupicka, A.: Key managerial competencies for Industry 4.0, Economics & Man-
agement Innovations, 1(1), pp. 250-253 (2017).
3. Fraser, P., Moultrie, J., Gregory, M.: The use of maturity models/grids as a tool in assessing product
development capability, in: IEEE Int. Eng. Manag. Conf. (2002).
4. Banyani, M.A., Then, D.S.S.: Development of the industry maturity framework facilities manage-
ment, Proceedings 5th Built Environment Conference (2010).
5. Schumacher, A., Erol, S., Sihn, W.: A Maturity Model for Assessing Industry 4.0 Readiness and Ma-
turity of Manufacturing Enterprises, Procedia CIRP, vol.52, , pp. 161-166 (2016).
6. Plan digitalization precisely with the Industry 4.0 CheckUp, Fraunhoffer IFF, October 11, pp.3
(2016).
7. Strandhagen, J.O., Vallandingham, L.R., Fragapane, G. et al.: Logistics 4.0 and emerging sustainable
business models, Adv.Manuf. 5: 359 (2017).
8. Lanng, Ch.: Global supply chains in 2025: Industrial Internet, Next-generation logistics and space
tech, www.insightsucess.com. (2017)
9. Oleśków-Szłapka, J., Lubiński, P.: New Technology Trends and Solutions in Logistics and Their Im-
pact on Processes, 3rd International Conference on Social Science, pp.408-413, ISBN: 978-1-60595-
410-3 (2016).
10. Premm, M., Kirn S.: A multiagent system perspective on Industry 4.0 supply networks. In: Muller,
J.P., Ketter, W., Kaminka, G., Wargner, G., Bulling, N. (eds.) Multiagent System Technologies
(2015).
11. Schuh, G., Anderl, R., Gausemeier, J., ten Hompel, M., Wahlster W. (eds.): Industry 4.0 maturity in-
dex. Managing the digital transformation of companies, Acatech – National Academy of Science and
Engineering. (2017).
12. Yilmaz, L., Chan, W.K.V., Moon, I., Roeder, T.M.K., Macal C. & Rossetti D. (Eds.),: Logistics 4.0 –
a challenge for simulation . Proceedings of the 2015 Winter Simulation Conference, IEEE Press Pisca-
taway, NJ, USA, pp. 3118-3119 (2015).
13. Hompel, M., Kerner, S.: Logistics 4.0: The vision of the Internet of Autonomous hings [Logistik 4.0:
Die Vision vom Internet der autonomen Dinge , Informatik-Spektrum, , 38 (3), pp. 176-182 (2015).
14. Wang K.: Logistics 4.0- New challenges and opportunites. Conference: 6th International Workshop
of Advanced Manufacturing and Automation (2016).
15. Barreto, L., Amaral, A., Pereira, T.: Industry 4.0 implications in logistics: an overview. Proceedia
Manufacturing, 13, pp. 1245-1252 (2017).
16. Strandhagen, J.O., Vallandingham, L.R., Fragapane, G., Strandhagen, J.W., Stangeland, A.B.H.,
Sharma, N.: Logistics 4.0 and emerging sustainable business models. Advances in Manufacturing, 5
(4), pp. 359-369 (2017).
17. Wrobel-Lachowska, M., Wisniewski, Z., Polak-Sopinska, A.: The role of the lifelong learning in lo-
gistics 4.0. Advances in Intelligent Systems and Computing, 596, pp. 402-409 (2018).
18. Glistau, E., Machado, N.I.C.: Industry 4.0, logistics 4.0 and materials - Chances and solutions. Mate-
rials Science Forum, 919, pp. 307-314 (2018).
19. Dussmann Group (2016), Logistics 4.0,
https://news.Dussmanngroup.com/en/multimedia/news/logistics-40/, last accessed 2018/05/22.
20. DHL: Internet of Things in Logistics,
www.dhl.com/content/dam/Local_Images/g0/New_aboutus/innovation/DHLTrendReport_Intemet_of
_things.pdf. last accessed 2018/05/22.
21. Fraunhoffer: (2014), Logistics 4.0 and challenges for the supply chain planning and IT,
https://www.iis.fraunhofer.de/content/dam/iis/tr/Session%203_5_Logistics_Fraunhofer%20IML_Akin
lar.pdf . last accessed 2018/04/21.
22. Bubner, N., Helbig, R., Jeske, M.: Logistics trend radar, Delivering insight today. Creating value to-
morrow!, Pub. DHL Customer Solutions & Innovation, Troisdorf. (2014).
 11

23. Szymańska, O., Cyplik, P., Adamczak, M., Logistics 4.0 A new paradigm or a set of solutions, Re-
search in logistics and production, Vol. 7, No. 4, pp. 299–310, Poznan University of Technology Pub-
lishing House, Poznan (2017).
24. https://www.i-scoop.eu/industry-4-0/supply-chain-management-scm-logistics/ last accessed
2018/03/21
25. Digitalization in logistics, A practical guide on the way into the digital world, Axit connecting logis-
tics, https://axit.de/images/Whitepaper_Download/AXIT-Expert-Paper_Digitalization-in-
Logistics_EN.pdf, October (2016), last accessed 2018/05/23.
26. Galindo, L.D.: The challenges of Logistics 4.0 for the supply chain management and the information
technology. Norvegian University of Science and Technology, master thesis, May (2016).
27. Barreto., L, Amaral, A., Pereira, T.: Industry 4.0 implications in logistics: an overview, Procedia
Manufacturing 13, pp.1245-1252 (2017).
28. Heistermann, F., ten Hompel, M., Mallée, T.: Digitisation in logistics, BVL International,
www.bvl.de/en , (2018).
29. Lichtenthaler, U., Ernst, H.: The role of champions in the external commercialization of knowledge.,
Journal of Product Innovation Managament, 26(4), 371-387 (2009).
30. Lev, S., Fiegenbaum, A., Shoham, A.: Managing absorptive capacity stocks to improve performance:
Empirical evidence from the turbulent environment of Israeli hospitals, “Journal of Business Re-
search”, Vol. 61 (2008).
31. Jelonek, D: Zdolność absorpcji wiedzy a innowacyjność małych i średnich przedsiębiorstw. Studia
Ekonomiczne. Zeszyty naukowe Uniwersytetu Ekonomicznego w Katowicach, . ISSN 2083-8611
nr 281 (2016).
32. Gubán, M., Kovács , G.: Industry 4.0 Conception [in:] Acta Technica Corviniensis – Bulletin of Engi-
neering Tome X, Timisoara. (2017).
33. Simpson, J.A., Weiner, E.S.C.: The Oxford English Dictionnary, Oxford University Press, Oxford
(1989).
34. Mettler, T.: A design science research perspective on maturity models in information systems. (2009).
35. Karkkainen, H., Myllarniemi, J., Okkonen, J., Silventoinen, A.: Assesing maturity requirements for
implementing and using product lifecycle management, Int.J.Electr.Bus., 11(2),pp.176-198 (2014).
36. Cooke-Davies, T.J.: Measurement of Organisation Maturity: What are the Relevant Questions about
maturity and metrics for a Project-based Organisation to Ask and What Do These Imply for Project
Management Research?, Journal of Innovations-Project Management Research, 2004, 1-19.Green A.
and Price I 2000, Whither FM? A Delphi Study of the Profession and the industry, Journal of Facili-
ties,18, 281- 292 (2004).
37. Jasiulewicz-Kaczmarek, M., Drożyner, P.: Preventive and Pro-Active Ergonomics Influence on
Maintenance Excellence Level, [in.] M.M. Robertson (Ed.): Ergonomics and Health Aspects, HCII
2011, LNCS 6779, pp. 49-58 (2011).
38. Maier, A. M., Moultrie, J. and Clarkson, P. J.: Assesing organizational capabilities: Reviewing and
guiding the development of maturity grids, IEEE Trans.Eng.Manag., 59, pp. 138-159 (2012).
39. Vaidyanathan, K., Howell, G.: Construction supply chain maturity model –Conceptual framework.
Proceedings IGLC-15, July 2007, pp 170-180 (2007).
40. Kwak, Y.H, Ibbs, W.C.: Project Management Process Maturity Model, Journal of Management In En-
gineering. v.18, n.3, p.150-155 (2002).
41. Bowersox, D.J., Closs, D., Stank, T.: Ten Mega-Trends that will Revolutionize Supply Chain Logis-
tics, Journal of Business Logistics, Vol. 21, pp. 1-16 (2000).
Ministerstwo Rozwoju (Ministry of Regional Development), Siemens Sp. z. o. o., Smart Industry Pol-
ska 2017, Warszawa. (2017).

View publication stats