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To introduce the four key industry roadmaps used by the electronics industry and to illustrate which parts of the supply chain each serves.

A comparison of the coverage of the iNEMI, ITRS, Jisso and IPC roadmaps.

It is apparent that the four key industry roadmaps do serve the supply chain and their respective industries. The roadmaps do not compete but rather, they actually complement each other and give the reader who understands them, a picture of the industry and its supply chain that is not available anywhere else.

The four key industry roadmaps provide comprehensive coverage for the electronics industry.

The paper highlights the different technology areas and sections of the electronics industry value chain addressed by the four key industry roadmaps.

The advent of Industry 4.0 (I4.0) and the requirements imposed on companies still need to be clarified. Companies still strive to understand I4.0 requirements and technological, organizational, operational and management challenges. Current literature on I4.0 underlies the importance of a roadmap with structured steps to achieve the benefits of I4.0, mainly focused on augmenting operational performance. Therefore, this paper proposes a roadmap to implement I4.0 focused on operational management concepts, mainly aiming to augment operational performance and bridge the gap between theory and practice regarding roadmaps focused on the operational management dimension.

This paper follows a research approach divided into the following stages: a literature review to analyze the I4.0 roadmaps and identify the main components of I4.0; development of the proposed I4.0 roadmap presented; field research to test the roadmap by collecting data from a manufacturing company in the automotive industry; validation of the roadmap through modeling and simulation.

The authors presented a production line design with real-time control, fast response, shop floor coordination and predictive capacity. The results prove that the proposed I4.0 roadmap augments operation performance in the investigated automotive company. The main results were work in process reduction, lead time reduction, output increase, real-time control, shop floor coordination and fast response.

The main novelty of the proposed roadmap is to move toward I4.0 implementation with a focus on the operational management dimension. The roadmap has an innovative combination of the two approaches – lean manufacturing and factory physics – a straightforward roadmap with only three steps: (1) requirements, (2) real-time control and (3) predictive capacity, a structured definition of the approaches and operational management concepts fundamental in each step.

This article aimed to propose and validate a roadmap to enhance the insertion of social sustainability practices in logistics activities considering the scenario of companies operating in Brazil.

The initial construction of the aforementioned roadmap was based on a detailed literature review and the fine-tuning as well as validation of it was carried out through a Delphi process developed with professionals specialized in the area of logistics and sustainability.

As main results, it is highlighted that the validated roadmap includes actions ranging from meeting and adapting legal issues related to sustainability, through the initial diagnosis of the company, motivation and awareness of the importance of social sustainability, followed by encouraging the inclusion of social sustainability practices in logistic activities, and finally, the identification of opportunities for improvement and establishment of execution plans within the organization. The phases and actions of the validated roadmap converge towards restructuring and redefinition of the organizational culture oriented towards meeting sustainable guidelines, and also contemplate the dynamics of seeking continuous improvement throughout all levels and sectors belonging to a given organization.

The originality of this study lies in the fact that the roadmap focuses on the inclusion of social sustainability practices in logistic activities, since, according to the literature, social aspects are still relegated to the background when compared to environmental and economic aspects.

Faced with declining government funding support and rising student loan debt, recently timely graduation in higher education has become a focal point of discussion at many institutions, particularly public universities. Timely graduation requires a student to successfully enroll in and complete a set of required and elective courses, the relationship of which is bound by the courses’ prerequisite requirements. However, due to the fact that class capacity is oftentimes limited and wrongly timed, many students find it challenging to stay on track. A well-structured degree roadmap that takes all factors into consideration and specifies the right courses to take by semester will better guide students’ course selection and thus increase their chance of earning their degrees within the four-year time window. Additionally, it will also allow administrators to do better capacity planning, and hence increase course accessibility to students. The paper aims to discuss these issues.

In this research, some operational techniques such as line balancing and simulation are applied to restructure and improve degree roadmaps, and assess the resulting outcomes. Some innovative methods are proposed to improve the processes on which students proceed to degree.

The results based on historical data that contains millions of student records spanning over eight-year time window demonstrate that the improved degree roadmaps can substantially increase students’ chance of completing the degree in a four-year time window. The research findings provide university administrators with cost-effective solutions.

This research breaks a new ground in literature due to its unique approach and focus. To the best of the authors’ knowledge, this research is one of the first attempts to systematically study the impact of degree roadmap on timely graduation. This research focuses on finding solutions that are within the institution’s control, hence the proposed solutions are implementable and will provide university administrators with new tools and perspectives to enhance student success.

This research presents a technology roadmap for social banking in Iran. Technology roadmapping is a tool for decisionmakers to identify, assess and choose between different strategic options to achieve the best technological objectives and help companies and industries to better understand their market and technological choices. As social banking is in its infancy, it could embody different aspects. Therefore, to be successful in field of social banking, banks should define specific capabilities based on their capacities to create their own model. A social banking roadmap provides a comprehensive plan for banks to design products and services based on their capacities and create required programs for their implementation and improvement.

This paper outlines the steps for creating a technology roadmap to develop social banking services of one of Iran’s private banks. Different methods were used to implement each step mainly based on expert panels and carrying out polling and survey research among banking and IT experts.

Technology roadmaps pay special attention to the challenges and the level of capabilities (both technical and social) to develop technologies and services specially for developing countries. The level of capabilities and absorptive capacity will determine the direction of technology development. Hence, banks should design their business plan and roadmap based on their background and capabilities, state of market, their status and goals. Policymakers should help increase cooperation, financial transparency, information and payments security via appropriate legislations.

The number of banks that have entered the social banking field is limited, and as a result, activities that have been carried out in this area in the country are limited too. Therefore, there was limited access to information as well as related studies. This research has tried to extract all the contents of the roadmap. Some sub-topics such as technologies have been dealt with to a lesser depth because of the complexity in identifying and assigning each of technologies to the service features. The technology roadmap experiences in the country are limited, and it was not possible to study the existing roadmaps with regard to their confidentiality. Developing a technology roadmap requires using expert panels and conducting multiple workshops with stakeholders from private sectors, universities and industries. In this research, because of low resources, the panels were confronted with limited continuous attendance as well as the accumulation of different stakeholders.

The research results provided strategies to inform, encourage and finance banks and other businesses to use social networks appropriately and effectively. These strategies can be categorized into the actions banks should take to expand social banking in the country and the actions policymakers should take into account in this regard. They are described as follows. Banks’ strategic actions include: provide training to staff on how employees should interact with customers on social networks encompassing general information and education about services, benefits and how to use social banking services for customers and society; motivate customer participation in social banking networks; convergence and integration of various offline and online channels; focus on core banking to expand competitiveness; pay attention to sustainable and green development in providing social banking services; analysis of the competitive environment in banking and other financial industries; designing a portfolio of social services for customers and allocation of budget and resources for development of social banking services and participation with other institutions and operators in providing financial and non-financial services. Policymakers’ actions include: adopt motivational policies for participation and use of social networks; education and awareness for different stakeholders; review and update the policies and rules of IT and social networks; establish appropriate laws to protect rights of employees and customers; invest in market and university studies on social banking and related services; develop policies for using in-house software and update rules and policies for small- and medium-sized enterprises.

Social banking is in its infancy in Iran and few banks deliver services of social banking in a limited scope. There is no technology roadmap for this purpose in Iran. This research presents a technology roadmap for social banking in Iran (and can be adopted for banks of other developing countries) and gives a comprehensive plan for banks to design products and services based on their capacities and create required programs to implement and improve them. The application of technology roadmapping in the field of social banking is new.

Health and social care facilities are usually complex buildings that require continuous effort to provide resilient and sustainable responses to changes in demographics, technologies, diseases and models of care. Despite resilience and sustainability concepts being frequently used by practitioners and researchers, ambiguities in their definitions often result in a lack of operational solutions to record, monitor and improve the resilience and sustainability of health and social care facilities. Although the importance and complexity of the issues are widely acknowledged, there is little strategic guidance as to how they should be achieved. The purpose of this paper is to assess the suitability of developing a roadmap for improving the resilience and sustainability of UK health and social care facilities, and to identify the layers and processes needed to construct such a roadmap.

A qualitative approach was adopted, starting with a literature review of different types of roadmaps and their suitability to support the desired improvement objectives. Layers and processes were thus developed using the key issues identified in three recent research streams, and the roadmap was structured.

The major findings have been captured within a three-layer, four-step process generic roadmap for improving the resilience and sustainability of health and social care facilities that can be used to monitor performance, plans future actions and implement response to change.

This paper targets decision makers, especially estate managers, but the proposed layers and processes can be modified for other stakeholders.

This paper suggests an original approach for the development of a roadmap for resilience and sustainability of health and social care facilities, and specifically of how to structure layers and processes, envisioning a more integrated development of service provision and infrastructure asset management.

The purpose of this study is to propose a Lean Six Sigma (LSS) roadmap to guide healthcare practitioners in the implementation of LSS along with a customized LSS tool kit for reducing medication errors.

The authors initially critically reviewed several frameworks/roadmaps of Lean, Six Sigma and LSS which have been proposed in healthcare sector from the existing literature. This review has led to an understanding of key characteristics, limitations and reasons behind the development of such frameworks/roadmaps. A conceptual roadmap was developed and then validated by a number of LSS experts and a healthcare practitioner. Based on the previous studies and taking LSS experts’ opinions into account, a revised roadmap for reducing medication is presented.

The roadmap for LSS in reducing medication errors is developed. This roadmap includes three phases: Phase 1 cultural readiness for LSS employment in reducing medication errors; Phase 2 preparation, initialization and implementation; and Phase 3 sustainability.

The roadmap has been tested with only a handful of practitioners of LSS. Moreover, only two case studies have been carried out in a Thai hospital setting which followed the roadmap. In order to improve the validity of research, more case studies need to be executed and more people should be used for testing the roadmap with varied cultures.

This is the first attempt in the development of a LSS roadmap that healthcare practitioners can follow to reduce medication errors using LSS methodology and sustaining LSS in their organizations.

Roadmapping has been used as an approach to support market, product and technology-integrated planning, resulting in a document commonly known as a roadmap. Despite the gains made in relation to the technique, recent studies indicate that most users leave or have difficulties in sustaining the process (i.e. maintaining the updated roadmaps). This paper aims to present a framework for continuous roadmap updating that incorporates principles from agile management fields.

The framework was developed through action research in a manufacturing firm in the construction industry.

The results demonstrate a positive impact on the degree of continuous information monitoring, roadmap credibility and use of the roadmap during innovation strategy decisions.

The key contribution of this framework is the demonstration of a new strategy for carrying out the maps in which information is internalized by the organization itself, using agile teams, without commissioned specialists and as part of the work standards.

The rapid development of Intelligent and Connected Vehicles (ICVs) has boomed a new round of global technological and industrial revolution in recent decades. The Technology Roadmap of Intelligent and Connected Vehicles (2020) comprehensively analyzes the technical architecture, research status and future trends of ICVs. The methodology that supports the roadmap should get studied.

This paper interprets the roadmap from the aspects of strategic significance, technical content and characteristics of the roadmap, and evaluates the impact of the roadmap on researchers, industries and international strategies.

The technical architecture of ICVs as the “three rows and two columns” structure is studied, the methodology that supported the roadmap is explained with a case study and the influence of key technologies with proposed development routes is analyzed.

This paper could help researchers understand both thoughts and methodologies behind the technology roadmap of ICVs.

This paper aims to provide insights into how supply chain integration may occur for small housebuilders adopting modern methods of construction (MMCs). The process of creating an empirically informed road map is described, whereby the practical day-to-day challenges of adopting a timber-frame solution on a small housing development in Southeast England were fed into a road map of future supply chain integration scenarios. The intention is to better position small housebuilders to contribute in addressing the shortfall in housing that continues to face the UK.

Interviews with supply chain members along with on-site observations captured key aspects of integration. Findings were used within two collaborative forums to guide discussion in a dual approach; discussing the challenges of timber-frame on the project and what would be needed on future projects for the firms analysed.

Empirically informed malleable roadmaps, of the kind developed within this study, provide feasible options for small housebuilders and suppliers of MMCs to collectively collaborate when transitioning towards fully integrated supply chains. Practically, the roadmapping approach, and the roadmap itself, would help small housebuilders and suppliers of MMCs transition towards full integration. Opening up avenues of integration that are spread across yet connected through numerous phases, firms and technologies helps construction professionals use more sophisticated modular and volumetric off-site solutions.

Data collection took place over the course of a year. Future research could expand this relatively short duration to analyse the potential for construction professionals within the supply chain to integrate further over a longer period of time.

The novelty and contribution of this paper lie in the development and application of an alternative approach to roadmapping that departs from the normative linear examples of roadmaps found within the technology-roadmapping literature. The authors present a structured yet flexible approach to roadmapping that is both representative of the strategic planning and innovation activities that occur within small housebuilding firms and open to adaption to account for firm-level characteristics and contingencies. Positioned alongside firm-level dynamics (e.g. business cases and approaches to design), the roadmapping approach also reinforces the potential of incremental rather than whole-scale transitions.