Keywords
Digital Transformation
Ceramic Industry
Industry 4.0
Strategic Integration
Manufacturing Strategy
How to Cite
Abstract
Purpose: The given study provides the analysis of Competitive Intelligence (CI) as one of the business strategy organizational tools that can be exploited to facilitate the digital transformation of the ceramic industry. Applying a dominant Input Processing Decision Output model, the paper project outlines the development of CI since formal intelligence feeds, through digital processing systems, to strategic decision synthesis, and resulting in measurable performance outputs.
Methodology/Approach: The paper deals with the qualitative conceptual research design and is substantiated by a systematic analysis of the literature and secondary industry statistics. The framework is analytically designed to reveal causal relationships among the inputs of competitive intelligence (market, competitor, and technology and supply chain intelligence), drivers of digital transformation (analytics system, ERP/MES integration, automation and smart factory technologies), incorporation of strategic integration and the presence of performance results.
Originality/Relevance: Unlike previous literature that addresses CI and digital transformation as either parallel or loosely related concepts, this contribution presents a causal architecture in sequence where CI acts as the input strategic building block in influencing decisions to invest digitally, innovate as well as risk management decisions in the manufacturing situations. A narrower sectoral perspective of the ceramic industry would be an appropriate lens of focus since the digital transformation in the industry is both capital-intensive and strategically sensitive.
Key Findings: The discussion has shown that it is only under the guidance of organized competitive intelligence that the digital transformation can produce beneficial performance results. CI makes technology selection more accurate, less uncertain about digital investment, boosts the innovation capability, increases operations efficiency, and long-term competitive sustainability.
Theoretical/Methodological Contributions: The paper develops the field by reconceptualizing CI as a governance capacity, as opposed to an operational instrument, and provides a framework, with causal organization, to be used in manufacturing companies in the process of Industry 4.0 transformations. The model offers both theoretical enhancement and practical management advice of strategic digital transformation.
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