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Cross-docking is a supply chain distribution and logistics strategy for which less-than-truckload shipments are consolidated into full-truckload shipments. Goods are stored up to a maximum of 24 hours in a cross-docking terminal. In this chapter, we build on the literature review by Ladier and Alpan (2016), who reviewed cross-docking research and conducted interviews with cross-docking managers to find research gaps and provide recommendations for future research. We conduct a systematic literature review, following the framework by Ladier and Alpan (2016), on cross-docking literature from 2015 up to 2020. We focus on papers that consider the intersection of research and industry, e.g., case studies or studies presenting real-world data. We investigate whether the research has changed according to the recommendations of Ladier and Alpan (2016). Additionally, we examine the adoption of Industry 4.0 practices in cross-docking research, e.g., related to features of the physical internet, the Internet of Things and cyber-physical systems in cross-docking methodologies or case studies. We conclude that only small adaptations have been done based on the recommendations of Ladier and Alpan (2016), but we see growing attention for Industry 4.0 concepts in cross-docking, especially for physical internet hubs.

This chapter aimed to uncover the gaps in the existing construction supply chain management (CSCM) models. Organisational culture and the fourth industrial revolution (4IR) components are the two gaps that were identified through reviewing existing CSCM models. The 4IR is driven by three components which are smart management, virtualisation and cyber-physical system. It was proposed in this chapter that the practice of CSCM should be in tandem with the components of 4IR. This chapter recommended that for the effective practice of the construction supply chain (CSC) in the 4IR era, construction stakeholders should adopt an innovative and collaborative organisational culture. The organisational culture adopted by a construction firm performs a crucial role in encouraging construction stakeholders in adopting 4IR components for CSCM. Each of the 4IR components is driven by technologies like autonomous robots, building information modelling (BIM), radio frequency identification (RFID), the internet of things (IoT) and others. Among all the technologies, it was discovered that RFID and BIM had gained prominence in most CSC literature. The chapter recommended that blockchain, digital twins and the cyber-physical system are the next trending technology for CSCM.

Purpose: There have been continuous developments in the production industry to meet the increasing customer demand from the past to the present. At this point, supply chain management (SCM) systems emerge as an important topic. SCM is a set of systems that manages the entire process from the production of a product to its delivery to the end user. Industry 4.0 aims to improve the production industry by increasing the quality, efficiency, and performance of the production process. Therefore, in this chapter, the authors highlight the challenges, benefits, and future trends of the combination of Industry 4.0 and SCM systems.

Methodology: In this chapter, the integration of Industry 4.0 and SCM systems was investigated. For this purpose, the Industry 4.0 position of the countries and the current status of SCM systems have been examined. In addition, the key technologies in the Industry 4.0 transformation, the possible problems encountered in the transformation, the deficiencies encountered in SCM systems, and how these deficiencies can be solved with Industry 4.0 were investigated.

Findings: The results of this study show that companies that use an SCM system can separate themselves from their competitors by using Industry 4.0 technologies.

Significance: This can allow them to achieve their strategic goals and to ensure the maintenance of their competitive advantage.

The world has witnessed three major individual revolutions until now. We are in the fourth industrial revolution, and there are technological breakthroughs that have not been seen before. Responding fast to changing consumer expectations in a competitive climate brought on by globalization has become a global reality, requiring enterprises to alter their manufacturing systems. The incorporation of machines that can interact and make decisions into production has altered the manufacturing processes. The application of the Industry 4.0 revolution to manufacturing processes has paved the way for the development of smart factories. Production may be made 24 hours a day in these factories where productivity grows with applications such as the internet of things (IoT), cyber-physical systems, augmented reality and artificial intelligence. All applications utilized in smart factories boost productivity and reduce costs and human error rates. Countries should undergo change in order to adapt to the competitive climate established by Industry 4.0, in which the entire world lives. Many industrialized countries have taken significant strides in this direction, including this process into their national policies. Turkey's ability to adapt to Industry 4.0 technologies in a digitalized competitive environment, as well as swiftly grow smart factory applications in altering production processes, is critical to its global economic standing.

Scholars have been conducting serious research mainstream on the human, organizational and cultural aspects of mergers and acquisitions (M&A) for more than three decades. The current globalization is faced by the challenge to meet the continuously growing worldwide demand for capital and consumer goods by simultaneously ensuring a sustainable evolvement of human existence in its social, environmental and economic dimensions. Currently, a new era of M&A is emerging through a wave of strategic investment decision-making toward Industry 4.0 (I4.0) strategy. The new waves of M&A can be viewed as comprehensive integration of manufacturing systems, production processes, digital communications technologies and automated machines. I4.0 strategy will make supply chains and production processes more interconnected, efficient and flexible, allowing mass-customization and virtual production. This chapter offers state of the art review of I4.0 based on recent developments in research and practice. This chapter offers an overview of opportunities and challenges associated with M&A activities toward I4.0, and suggestions for future research.

The concept of Industry 4.0 emerged in Germany in 2011 for the first time causes production processes to be increasingly interconnected and to be more effective owing to its economic and social benefits. The structure of international trade is getting changed due to Industry 4.0. Manufacturing sector is one of the leading sectors in international trade. Manufacturing sector which has remarkable share of exports brings up against significant challenges aiming to competitively design and manage modern products, which are changing and accelerating the complicated multi-domain systems. That producing is more innovatively due to advantages provided by Industry 4.0 impact, positively international trade. The reason is that use of advanced robotic machines and automatization in production process reduces labour costs and thus increases competitiveness of a country in the international markets. The aim of this study is to exhibit a theoretical framework between the digitalization and international trade and to examine how Industry 4.0 impacts international trade in Turkey.

With the holistic approaches of Industry 4.0, products, services, standards, and application techniques have been improved. This digitalization era has not only impacted the production and service dynamics, but also added advanced dimensions to logistics and supply chain management. According to the current world standards, consumer behavior makes the logistics and supply chain processes more challenging. Especially during the COVID-19 outbreak, logistics and supply chain operations became more crucial for the firms, as most consumers have tended toward online shopping while they are in lockdown. Therefore, the competitive environment today enables firms to adapt the technologies and approaches of Logistics 4.0 and smart/digital supply chain, as they must respond to consumers' demands quickly. Moreover, firms need to have strong relations with their supply chain partners via these technologies. The technologies such as the Internet of Things (IOT), cyber-physical system, Big Data, and cloud computing help to change the fundamentals of logistics and supply chain and improve processes for all industries. This study aims to analyze the transformation of traditional logistics and supply chain activities into Logistics 4.0 and smart/digital supply chain. Primarily, we hope to analyze the existing studies by investigating the concept of Logistics 4.0 within Industry 4.0 dynamics. As firms develop their logistics operations, their supply chain processes will be shaped by the technologies and applications, and this situation also leads us to find out the importance of smart or digital supply chain operations. Discussing the potentials of smart or digital supply chain also lets us to reveal how companies handle their logistics operations during the COVID-19 period.

The United Nations recognizes “civil society” as the “third sector” of society, along with public (governmental) and private sector organizations. The term global “third sector” comprises the worldwide reach of civil society organizations (CSOs). In this chapter, we discuss how technological advancements could influence global civil society. Humans and machines will increasingly interact and collaborate closely in the future. The Industry Revolution (IR) 5.0 brings new challenges, such as artificial intelligence (AI) and machine learning, which pose significant opportunities but also important risks to the role of CSOs. Regarding opportunities, it can be highlighted the potential of the IR 5.0 to better work with big data and to increase knowledge in support of the participation of CSOs in global governance and debates, more precisely by increasing their capabilities in knowledge production and practical implementation. One example is the role of AI in making sense of the large volume of data recorded by satellites, drones, and sensors throughout the planet to better inform environmental policies and debates. Risks are also significant, particularly for an incipient and pioneering technology that takes time for the governance systems to understand and regulate. Another example is the misuse of technology and algorithms to generate targeted misinformation and propaganda to influence public opinion and elections. Governments around the world and leading high-tech companies should define a framework that regulates IR 5.0. Global civil society could play an important role in demanding and lobbying the creation of this framework. For this goal, CSOs need to understand how stakeholders see and adapt to technological challenges.

This chapter is organized as follows. The introduction will discuss the key characteristics of the so-called “global civil society,” as well as identify the major challenges emerging from the transition from IR 4.0 to IR 5.0. Then the authors will discuss the impact of these technological advancements on global civil society from the specific perspectives of: (1) how international organizations and governments refer to them; (2) how bilateral and multilateral development partners (BMDP) are challenged by them; and (3) how higher education institutions adapt to them.

In the first section – “IR 5.0 and Human Social Capital: Diverse discourses for the same phenomena?” – we will study how the different discourses penetrated the international public sphere. International organizations, such as the European Union and the Organization for Economic Cooperation and Development, mentioned it officially and entered the discussion, while others, such as the International Labour Organization, seem to skip it and maintain their focus in the IR 4.0. However, the discourse on AI is not restricted to international organizations. Some states, like Japan and China, have already positioned themselves, producing their discourses. More specifically, the authors examine the official discourses in the national and international public arena, and identify the different topics, perspectives, and absences in each of them, understanding the existence of gaps or complementarity between them. In the second section – “How do bilateral and multilateral development partners look into the role of AI and CSO?” – we will examine, likewise, the concept of AI, then address how international organizations and national governments are incorporating or ignoring its consequences, to discuss the main benefits and risks that AI represents for the global civil society. In the third section – “The academic new syllabi of the future: The tandem solutions” – we will study the impact on the way the students’ syllabi in the institutions associated with higher education are designed to accommodate the forthcoming challenges in terms of the construction of human social skills. The last section concludes. Methodologically, this research is supported by inductive comparative qualitative analysis, non-participated observations, and empirical international experience, combined with discourse analysis and interviews.