Purpose - Procurement is an integrated part of the supply chain and crucial for the success of manufacturing. Many organisations have already started the digitalisation of their manufacturing processes using Industry 4.0 technologies and consequently trying to understand how this would impact the procurement function. The research purpose is to conceptualize a procurement of 4.0 model for a truly data driven procurement. Two research questions were proposed to address the model from digital capabilities and sustainability preceptive. Design/Methodology/approach - This study is based on a systematic literature review. A method of reviewing the literature and the current research for the propose of conceptualizing a procurement 4.0 model. Findings - The findings from the literature review contributed to the development of a proposed procurement 4.0 model based on Industry 4.0 technologies, applications, mathematical algorithms and procurement processes automation. The model contributes to the research field by addressing the gap in the literature about the lack of visualization and conceptualization of procurement 4.0. Originality/Value - The current literature discusses the advantages, implementation and impact of individual or a group of industry 4.0 technologies and applications on procurement but lacks visualization of the transformation process of combining the technologies to enable a truly data driven procurement. This research supports the creation of knowledge in this area. Practical Implementation /Managerial Implications - The proposed model can support managers and digital consultants to have practical knowledge from an academic perspective in the area of procurement 4.0. The knowledge from the literature and the systematic literature review is used to create knowledge on procurement 4.0 applications and analytics taking in to consideration the importance of visibility, transparency, optimization and the automation of the procurement function and its sustainability. / Syfte - Upphandling är en integrerad del av supply chain och avgörande för tillverkningens framgång. Många organisationer har redan börjat digitalisera sina tillverkningsprocesser med hjälp av Industry 4.0-teknologier och försöker därför förstå hur detta skulle påverka upphandlingsfunktionen. Målet med studien är att konceptualisera en upphandling av 4.0-modellen för en verkligt datadriven upphandling. Två forskningsfrågor föreslogs för att ta itu med modellen från digital kapacitet och hållbarhet. Design / metod / tillvägagångssätt - Denna studie baseras på en systematisk litteraturstudie. En metod för att granska litteraturen och den aktuella forskningen för att föreslå konceptualisering av en upphandlings 4.0-modell. Resultat - Resultaten från litteraturstudien bidrog till utvecklingen av en föreslagen upphandlings 4.0-modell baserad på Industry 4.0-teknologier, applikationer, matematiska algoritmer och automatisering av upphandlingsprocesser. Modellen bidrar till forskningsområdet genom att ta itu med klyftan i litteraturen om bristen på visualisering och konceptualisering av upphandling 4.0. Originalitet / värde - Den nuvarande litteraturen diskuterar fördelarna, implementeringen och effekten av individer eller en grupp av industri 4.0-teknologier och applikationer på upphandling men saknar visualisering av transformationsprocessen för att kombinera teknologierna för att skapa en verklig datadriven upphandling. Denna forskning stöder skapandet av kunskap inom detta område. Praktisk implementering / chefsimplikationer - Den föreslagna modellen kan stödja chefer och digitala konsulter att ha praktisk kunskap ur ett akademiskt perspektiv inom området upphandling 4.0. Kunskapen från litteraturen och den systematiska litteraturstudien används för att skapa kunskap om inköp 4.0 applikationer och analyser med beaktande av vikten av synlighet, transparens, optimering och automatisering av upphandlingsfunktionen och dess hållbarhet.

Yes / Procurement digitalisation can provide significant opportunities for excellence in remanufacturing operations. The close attention of firms is required during the configuration of procurement 4.0 resources for applying front end and base technologies in order to develop the correct set of these resources. Based on Resource Based View theory, this research examines the role of resources influencing procurement 4.0 for driving productivity in remanufacturing operations and circular economy performance. The survey data for this research was gathered from working professionals in South Africa and results reveal that technological resources are necessary in procurement 4.0, which can in turn improve the productivity in remanufacturing operations. An upsurge in performance in remanufacturing operations can enhance the circular economy outcome. To the best of authors’ knowledge, this study is the first to provide insight for researchers, practitioners and academics with an empirical test of digital procurement on remanufacturing operations and of circular economy performance in an emerging economy like South Africa.

Procurement 4.0 is the integration of Industry 4.0 related technologies into the procurement process, making tasks automated, information gathering and communication more effective, while establishing interconnected networks. After noticing a lack of studies done on the implementation of Procurement 4.0, the purpose of this article became to close the theoretical gap and extend the understanding of the implementation of Procurement 4.0. The study is done as a systematic content analysis, with the basis in a systematic literature review. Two areas of interest were studied and evaluated, identified effects on the procurement process by implementing Procurement 4.0, and identified Industry 4.0 implementation factors. Altogether, 14 studies were analyzed and evaluated and later put against each other to conclude Procurement 4.0 implementation factors. This study identified the need for managerial support and interaction with the employees, as an important part of the implementation phase. There are also a few factors that are not affected, regardless of if the implementation is concerning Industry 4.0 or Procurement 4.0.

Der Anteil der Wertschöpfung an Produkten durch Lieferanten hat in den vergangenen Jahren stetig zugenommen. Dies bedingt eine hohe Komplexität von Lieferketten und stellt das strategische und operative Beschaffungswesen vor große Herausforderungen. Gleichzeitig steht heute eine Vielzahl an Technologien zur Verfügung, um diese Komplexität zu bewältigen, Informationsasymmetrien abzubauen und transparente, fehlersichere Prozesse zu ermöglichen. Während die Potenziale digitaler Lieferantennetzwerke weitgehend evident sind, sind digitale Technologien wie Internet of Things (IoT), Blockchain oder künstliche Intelligenz (KI) bisher kaum praktisch in Unternehmen implementiert. Mit Hilfe einer empirischen Fallstudie wurde untersucht, inwieweit die Digitalisierung als strategisches Unternehmensziel verfolgt wird und welche Hindernisse bei der Einführung digitaler Lieferantennetzwerke bestehen. Dazu wurden elf Experten aus der strategischen und operativen Beschaffung von acht Unternehmen des produzierenden Gewerbes in Form einer leitfadengestützten Interviewstudie befragt und deren Erfahrungen ausgewertet. Die Ergebnisse implizieren, dass in vielen Fällen grundlegende Voraussetzungen für eine erfolgreiche digitale Transformation fehlen und in vielen Unternehmen keine ausreichenden Ressourcen dafür zur Verfügung stehen. Weiterhin wurde festgestellt, dass der Nutzen digitaler Technologien in der Beschaffung häufig sehr einseitig ist und bisher nur selten Netzwerkvorteile genutzt werden. Um dieser zögerlichen Entwicklung entgegenzuwirken, werden Handlungsempfehlungen für eine erfolgreiche Implementierung und stärkere Kooperation in der Lieferkette aufgestellt und weiterer Forschungsbedarf identifiziert. / The amount of value generated by suppliers for products has increased continuously over the past few years. This results in highly complex supply chains and poses major challenges for strategic and operational procurement. At the same time, a variety of technologies are available today to manage this complexity, reduce information asymmetries and enable transparent, failsafe processes. While the potential of digital supplier networks is largely evident, digital technologies such as Internet of Things (IoT), blockchain or artificial intelligence (AI) have hardly been practically implemented in companies so far. An empirical case study was used to investigate the extent to which digitization is pursued as a strategic corporate goal and what obstacles exist in the introduction of digital supplier networks. To this end, eleven experts from strategic and operational purchasing at eight companies in the manufacturing sector were interviewed in the form of a semi-structured interview study and their experiences were evaluated. The results imply that fundamental prerequisites for a successful digital transformation are lacking in many cases and that many companies do not have sufficient resources available for this. Furthermore, it was found that the benefits of digital technologies in procurement are often very unilateral and that only a few practitioners have so far taken advantage of the network benefits. To counteract this hesitant development, recommendations for a successful implementation and stronger cooperation in the supply chain are established and further research needs are identified.