Industry 4.0 is a concept that emphasizes system and process automation, digitalization, and data interchange in the workplace. Its purpose is to create a smart factory that will cut lead times and increase system productivity by responding to client demand or unforeseen circumstances. Manufacturing, supply chain (SC), and logistics could all benefit from this notion. Industry 4.0 adoption in supply chain management (SCM) is a new and important topic that requires further investigation.  This study is to research the impact of Industry 4.0 on supply chains based on probable Industry 4.0 drivers and barriers. For future supply chains, Industry 4.0 is expected to introduce new difficulties and opportunities. The study addressed a number of issues and provided a method for effectively adapting and integrating the Industry 4.0 concept into supply chains. The research should help supply chain manager’s better grasp the challenges of integrating Industry 4.0 in their networks. Simulation study enables for the assessment of Industry 4.0 adoption in terms of its impact on SC performance, as well as the incorporation of both the drivers and impediments of this technological change. A conceptual framework for Industry 4.0 use in supply chains is proposed in addition to giving an empirical basis for this relationship.  Then we examined the 4.0 industry in Zagros Petrochemical Company. The statistical population in this study is the official employees of Zagros Petrochemical. Then, in order to evaluate the impact of Industry 4.0 on the supply chain management of Zagros Petrochemical Company, a supply chain management methods questionnaire was used. The tool of analysis in this research is a questionnaire which was converted into mathematical output through SPSS software and was statistically analyzed. Using inferential statistics (T-Test), it was found that Industry 4.0 has a significant effect on Zagros Petrochemical Company.  Then, using Friedman test, the rank of the studied features was compared. Cochran's sampling formula was used for sampling at 5% error level. In the end, based on inferential statistics, it was found that considering that in the first question of the research, the p-value obtained is more than 0.05, unlike the rest of the research questions, the null hypothesis is not rejected. Therefore, it can be inferred that Industry 4.0 is not effective in terms of strategic partnership with the supply chain management supplier of Zagros Petrochemical Company.

Komponentavskrivning blev aktuellt i samband med att EU valde att följa de standarder som IASB utfärdade. Efter införandet av K3-regelverk för svenska företag kom det att bli ännu mer aktuellt med komponentavskrivning i Sverige.Då tidigare forskning har riktat kritik mot komponentavskrivning, fann vi det intressant att undersöka vilka svårigheter som kan finnas med komponentavskrivning i ett petrokemiskt företag utifrån två olika perspektiv. Med detta som grund valde vi att undersöka vilka svårigheter som fanns utifrån ett redovisningsperspektiv och ett operativt perspektiv samt att undersöka hur interaktionen går till mellan dessa två perspektiv.Den teoretiska referensramen i arbetet innefattar svensk praxis, IAS 16, K3-regelverk, komponentavskrivning, kritik mot komponentavskrivning, redovisningsfunktionen och operativa verksamheten. Empirin utgörs av intervjuer som är utförda hos det petrokemiska företaget Borealis där vi har undersökt vilka svårigheter som finns med komponentavskrivning i redovisningsfunktionen samt den operativa verksamheten. Vi har även undersökt hur interaktionen gällande komponentavskrivning ser ut mellan redovisningsfunktionen och den operativa verksamheten. För att få bra fakta har vi valt att utföra flertalet djupintervjuer som har lagt grund till ett tillförlitligt empiriskt material.I analysen bearbetar vi den empiri och teori som har samlats in under studien för att få ett underlag för slutsatser baserat på problemformuleringen. Här sätts bland annat empirin i kontrast mot den teori som samlats in från tidigare forskning.Slutsatserna indikerar att det finns problem med komponentavskrivning ur både ett redovisningsmässigt och operativt perspektiv. Ur ett redovisningsmässigt perspektiv finns tydliga punkter som pekar på ökad dokumenthantering, svårigheter med att fördela kostnader till komponenter och att motivationsproblem hos anställda existerar. Ur ett operativt perspektiv har vi funnit svårigheter i form av arbetsbördan med anläggningsregistret, omdömet hos personal, ej homogena beslut kring vad som är en komponent och att det saknas kunskap hos den operativa avdelningen kring komponentavskrivning. Vidare menar vi att interaktionen mellan avdelningarna gällande komponentavskrivning kan brista men att det behövs ett fortsatt starkt samarbete samt en god kommunikation för att uppnå målen med komponentavskrivning. / Program: Civilekonomprogrammet

by Chu Chui Kuen, Leung Chi Ming Ludwig. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 138-141). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF FIGURES --- p.viii / LIST OF TABLES --- p.ix / INTRODUCTION --- p.1 / Background --- p.1 / Objectives --- p.2 / Methodology --- p.3 / Chapter I --- THE PROBLEM OF STATE OWNED ENTERPRISES (SOES) --- p.4 / THE SOE REFORM --- p.6 / "First Stage, 1983" --- p.6 / "Second Stage, 1988" --- p.6 / Contract Responsibility System --- p.6 / Shareholding System --- p.7 / Relationship between Contract Responsibility System and Shareholding System --- p.9 / "Third Stage, 1989" --- p.10 / Mr. Deng visited the Southern part of China --- p.10 / The 15th Party Congress --- p.12 / Chapter II --- STOCK MARKET BACKGROUND --- p.14 / Chapter III --- LISTING CONSIDERATIONS --- p.16 / Advantages of the Listing Status --- p.16 / Benefits to the PRC Government- A strong support for the SOE Reform in PRC --- p.16 / Sources of Capital for State Development --- p.16 / Reduce the dependence of the SOEs on Government subsidies --- p.16 / Reduce the risk of bankruptcy of the SOEs --- p.17 / Better preservation of the state-owned assets --- p.17 / A means to cash in the share-holding of the state --- p.17 / The Benefits to the SOEs --- p.17 / Capital for initial business development --- p.18 / Channel for continuous fund-raising --- p.18 / Pressure for profitability --- p.18 / A channel for merger and acquisition --- p.18 / Publicity and credibility --- p.18 / The Choice of Stock Market --- p.19 / Domestic Markets- SHSE and SZSE --- p.19 / The Problems of Domestic Market --- p.20 / Problems with A-shares listing --- p.20 / Problems with B-shares listing --- p.27 / Low market capitalization --- p.27 / Low liquidity --- p.27 / Quota system --- p.27 / Inconvenient and time-consuming transactions --- p.28 / Poor information access --- p.28 / Poor market infrastructure --- p.28 / Overseas Market - N-shares and H-shares --- p.28 / Large market capitalization and High liquidity --- p.29 / Multiple channels for investors --- p.29 / High degree of internationalization --- p.29 / Strict listing requirement and highly regulated Environment --- p.29 / Widen sources of financing --- p.30 / Tax and other benefit --- p.30 / Hong Kong Market (H-shares) --- p.31 / International funds --- p.31 / "High liquidity, high trading volume and efficiency" --- p.32 / An efficient and well-regulated Market --- p.32 / Common cultural background --- p.32 / Chapter IV --- THE PROCEDURE FOR H-SHARE LISTING --- p.33 / Chapter V --- RESTRUCTURING --- p.36 / Formation of Company Limited for Listing --- p.36 / Restructuring --- p.36 / The Objectives --- p.36 / Clarify ownership structure --- p.36 / Organize related business --- p.37 / Improve management structure --- p.37 / Improve financial management --- p.37 / International alignment --- p.37 / The Process --- p.38 / Forms of Restructuring --- p.38 / Type I. The Single Enterprise Structure --- p.39 / Case Example: Chengdu Telecommunications Cable Co. Ltd --- p.40 / Type II. The Transformation Structure --- p.41 / Type III. The Group Holding Structure --- p.42 / Case Example: Beijing North Star --- p.44 / Type IV. The Spin Off Structure --- p.46 / Case Example: Guangzhou Shipyard International --- p.47 / The Structure After Listing --- p.48 / Employee share --- p.49 / The Central Issues in Restructuring --- p.51 / The Role of Supervisory Government Department /the Parent Holding Company --- p.52 / Under Central Economic in planning --- p.52 / After the Restructuring --- p.52 / The Role of SOEs as the Social Welfare Agents --- p.53 / Roles of the Communist Party and Employee Organizations --- p.54 / in the listed company --- p.54 / Entangled relationship with potential conflicts of interest (power) --- p.54 / Chapter VI --- ISSUES AND DIFFICULTIS IN LISTING --- p.57 / Quota System --- p.57 / Answering the Questions of HKSE --- p.58 / Restructuring --- p.58 / Unclear Company Structure and Ownership --- p.58 / Dependence on Parent Company --- p.58 / Selection of Business To Avoid Competition with the Parent Company --- p.59 / Social Burden --- p.59 / Handling of Debt --- p.59 / Accounting System --- p.60 / Fixed Asset --- p.60 / Cost of Inventory --- p.60 / Bad Debt Allowances --- p.60 / Triangle Debt --- p.61 / Legal Matters --- p.62 / Pricing of IPO --- p.62 / Setting the IPO Price --- p.62 / Business Nature of the Enterprise --- p.63 / Chapter VII --- AGENCY COST --- p.64 / The Presence of Agency Cost --- p.64 / Traditional Agency Cost before listing as H share --- p.65 / The improvement of H share in supervisory --- p.68 / "Representative of the shareholders, the board of directors" --- p.68 / and the supervisors committee --- p.68 / Responsibility of the board of directors to monitor the enterprise --- p.72 / Incentive system --- p.72 / "The ""A"" - shares" --- p.73 / The non-monetary benefit --- p.74 / Monitoring the management --- p.75 / The Independent non-executive directors --- p.76 / The supervisory committee --- p.77 / Social burden --- p.77 / Other benefit --- p.77 / Connected transaction --- p.78 / Further control on the agent --- p.79 / Chapter VIII --- TRANSACTION COST --- p.83 / Financing Means --- p.83 / Bank Loan --- p.83 / Listing as H share --- p.86 / Cost of listing --- p.86 / Other Cost for Listing --- p.89 / First time listing fee and Listing maintenance fee --- p.89 / "Auditing fee, printing charge and distribution of annual report " --- p.90 / Public Relation --- p.90 / Other charges --- p.91 / Chapter IX --- UNCERTAINTY --- p.92 / Uncertainty reduced --- p.92 / Source of Financing - Equity Financing --- p.92 / More Efficient and Effective Management --- p.92 / Preservation and Growth of State Assets --- p.93 / Reputation --- p.93 / Liquidity of Stock --- p.94 / Interest of Investors --- p.94 / Higher Autonomy --- p.94 / Uncertainty Not Reduced --- p.95 / Reliance on Parent Company --- p.95 / Foreign Currency --- p.95 / Separation of Government from the Enterprise --- p.95 / Appointment of Managers --- p.96 / Political and Economic Risk --- p.96 / New Uncertainty Introduced --- p.96 / Greater Exposure to Speculations of the Market --- p.96 / The Social Burden's Return --- p.97 / Chapter X --- CASE : SHANGHAI PETROCHEMICAL COMPANY LIMITED --- p.98 / Introduction --- p.98 / Background --- p.99 / The Ownership --- p.99 / State Control and Subsidies --- p.99 / Raw Materials Supplies --- p.100 / Sales and Marketing --- p.101 / Import and Foreign Exchange Restriction --- p.101 / "The ""Little Society´ح " --- p.102 / Financing History --- p.102 / Indebtedness --- p.104 / The Economic Reform --- p.105 / The Fundamental Changes --- p.105 / Restructuring --- p.105 / Solutions to Traditional Burdens --- p.108 / Financing --- p.112 / Share-issuing --- p.112 / Capital Structure --- p.113 / Corporate Management --- p.114 / Financial Performances --- p.114 / Tax Benefit --- p.115 / Corporate Strategy --- p.115 / Market-orientation - away from the planned economy --- p.115 / Management --- p.116 / Market Sensitivity --- p.116 / Cost Control --- p.118 / Debt Management --- p.118 / Business Development --- p.120 / The People --- p.121 / The Management --- p.121 / Employees --- p.124 / Issues Open to Questions --- p.126 / The Government as the Majority Shareholder --- p.126 / Complications in Ownership Relationship-The Majority Shareholder --- p.126 / Jinshan and the Company --- p.126 / The Role Conflicts --- p.128 / CONCLUSIONS --- p.131 / APPENDIXI THE BACKGROUND OF THE BEIJING NORTH STAR COMPANY LIMITED --- p.136 / BIBLIOGRAPHY --- p.138