Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

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Journal of Open Innovation: Technology, Market,

and Complexity
journal homepage: www.sciencedirect.com/journal/journal-of-open-innovation-technology-
market-and-complexity

The transformative role of Industry 4.0 in supply chains: Exploring digital

integration and innovation in the manufacturing enterprises
Md Mehedi Hasan Emon a,* , Tahsina Khan b
a
Faculty of Business Administration, American International University-Bangladesh, Bangladesh
b
Centre for Higher Studies and Research (CHSR), Bangladesh University of Professionals (BUP), Bangladesh

A R T I C L E I N F O A B S T R A C T

Keywords: This study explores the role of Industry 4.0 (I 4.0) technologies in enhancing supply chain performance (SCP),
Supply chain efficiency with a particular focus on the mediating functions of Integrated Digital Supply Chain (IDSC), Innovative Supply
Advanced manufacturing technologies Chain Practices (ISCP), and supply chain visibility (SCV). The research aims to provide a deeper understanding of
Organizational performance
how digital transformation reshapes supply chain operations by fostering connectivity, efficiency, and adapt­
Sustainable supply chain
Industry 4.0 implementation
ability. A structured survey was conducted among 364 supply chain professionals, and the collected data were
Supply chain innovation analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to evaluate the proposed con­
ceptual model. The empirical findings confirm that I 4.0 adoption positively influences IDSC, ISCP, and SCV,
leading to improved SCP. Notably, ISCP and SCV emerge as crucial enablers, reinforcing the transformative
power of technological advancements in supply chain management. These insights highlight the importance of
real-time digital integration, continuous innovation, and enhanced visibility in leveraging I 4.0 for competitive
advantage. However, as the study is limited to a specific geographical and industrial context, further in­
vestigations are required across different sectors and regions to validate the findings. From a practical
perspective, organizations should strategically invest in digital infrastructure, encourage innovation-driven
practices, and strengthen supply chain transparency to maximize the benefits of I 4.0 technologies. This
research contributes to the literature by offering a multi-dimensional perspective on the interplay between digital
transformation and supply chain effectiveness, particularly within a developing economy.

1. Introduction technological proficiency, and infrastructural deficiencies may obstruct

advancement (Shabur et al., 2023).
Industry 4.0 (I 4.0) is a significant transformation in manufacturing I 4.0 denotes the fourth industrial revolution, marked by the inte­
techniques, marked by the incorporation of digital technology, auto­ gration of digital technology with manufacturing processes, leading to
mation, and data interchange across supply chains. This movement is intelligent factories and extensively integrated production systems. This
transforming the operational framework of manufacturing and rede­ notion developed in Germany as a component of a high-tech strategy
fining supply chain management (Abdullah and Almaqtari, 2024; Javaid designed to improve the worldwide competitiveness of German
et al., 2022). In Bangladesh, where the manufacturing sector is vital to manufacturing via the promotion of sophisticated automation and data
the economy, adopting I 4.0 technology is essential for improving sharing in manufacturing technologies (Khan et al., 2024). I 4.0 in­
competitiveness and operating efficiency (Emon and Khan, 2024; Sal­ tegrates diverse technologies such as IoT, AI, big data analytics, robots,
man et al., 2024). The use of technologies like the Internet of Things and cloud computing, which together revolutionize conventional in­
(IoT), artificial intelligence (AI), big data analytics, and automation may dustrial processes into highly efficient and adaptive systems (Emon and
transform supply chain operations, enhancing responsiveness, effi­ Khan, 2025). As global manufacturing techniques progress, nations such
ciency, and adaptability to market fluctuations (Khan et al., 2025; as Bangladesh, with a growing manufacturing industry, must use these
Shoomal et al., 2024). Notwithstanding the evident advantages, the sophisticated technology to remain competitive in the worldwide mar­
implementation of I 4.0 poses challenges, especially in underdeveloped ket (Swazan and Das, 2022). The manufacturing sector in Bangladesh
nations such as Bangladesh, where limitations in resources, insufficient has had significant expansion, especially in the textiles and garments

* Corresponding author.
E-mail address: [email protected] (M.M.H. Emon).

https://doi.org/10.1016/j.joitmc.2025.100516
Received 29 October 2024; Received in revised form 6 March 2025; Accepted 10 March 2025
Available online 12 March 2025
2199-8531/© 2025 The Author(s). Published by Elsevier Ltd on behalf of Prof JinHyo Joseph Yun. This is an open access article under the CC BY license
(http://creativecommons.org/licenses/by/4.0/).
M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

industry, which constitutes a considerable share of the nation’s exports Notwithstanding the prospective benefits of I 4.0 technologies, the
and employment (Islam, 2021). The Bangladesh Export Promotion Bu­ industrial industry in Bangladesh has considerable obstacles to their
reau indicates that the garment sector accounts for almost 80 % of implementation. Barriers include insufficient infrastructure, restricted
overall exports, underscoring its vital importance to the national econ­ technical proficiency, and opposition to change among organizational
omy (Milon et al., 2024). This prosperity has been accompanied by stakeholders (Islam et al., 2023). As a result, several industrial com­
problems, notably heightened rivalry from nations like as Vietnam, panies encounter inefficiencies in their supply chains, resulting in
India, and Cambodia, who have also advanced in implementing modern elevated prices and diminished competitiveness. The absence of
manufacturing techniques. To maintain its economic trajectory and empirical studies investigating the precise effects of I 4.0 implementa­
enhance supply chain performance, Bangladesh must use I 4.0 tech­ tion on supply chain performance within the Bangladeshi context in­
nology. Research demonstrates that the use of these technologies may tensifies this problem. This research seeks to fill these gaps by examining
significantly improve supply chain efficiency, responsiveness, and agil­ the correlation between I 4.0 technology and supply chain performance,
ity (Dehgani and Jafari Navimipour, 2019). IoT devices provide offering significant insights for policymakers and practitioners. There­
real-time oversight of manufacturing processes, enabling manufacturers fore, this study aims to examine the below research questions:
to promptly address disturbances or inefficiencies (Emon et al., 2024;
Shoomal et al., 2024). AI-driven analytics may enhance inventory i. What is the current level of Industry 4.0 adoption in the Ban­
management and demand forecasting, therefore decreasing lead times gladeshi manufacturing sector?
and lowering costs. Moreover, automation using robots may improve ii. What are the main enablers and obstacles to adoption?
manufacturing velocity and precision, hence augmenting total supply iii. What is the impact of Industry 4.0 implementation on supply
chain efficacy (Belhadi et al., 2024). chain performance in terms of efficiency, flexibility, and
Nonetheless, despite the prospective advantages, the implementa­ responsiveness?
tion of I 4.0 technologies in Bangladesh encounters several obstacles.
Inadequate infrastructure, restricted access to trained labor, and inad­ This research seeks to clarify the possible benefits and challenges of
equate investment in research and development (R&D) are substantial adopting Industry 4.0 in the Bangladeshi manufacturing sector, thereby
obstacles that impede the successful execution of I 4.0 (Emon et al., assisting in the development of effective strategies for digital trans­
2024; Shabur et al., 2023). A significant number of industrial enterprises formation within the industry. In this regard, the objective of this
in Bangladesh remain mostly dependent on conventional processes, research is to investigate the effect of I 4.0 implementation on supply
which may hinder the adoption of innovative technology. The cultural chain performance within Bangladesh’s industrial sector. Additionally,
resistance to change among organizational stakeholders may hinder the study also aims to evaluate the present degree of I 4.0 adoption in the
growth, since firms may be reluctant to invest in new technology industry by determining the implementation level of digital technolo­
without a thorough comprehension of their potential advantages (Sarkar gies, including IoT, AI, big data analytics, and automation.
et al., 2020). Comprehending the distinct obstacles and enablers to I 4.0 Some businesses have already started utilizing Industry 4.0 tech­
implementation within the Bangladeshi context is essential for stake­ nology in Bangladesh’s industrial sector to streamline their supply
holders aiming to use these technologies efficiently. Policymakers, chains. Leading textile producers, like DBL Group and Beximco, have
business leaders, and university researchers must cooperate to establish included IoT-enabled smart production systems, for instance, enabling
an environment that facilitates digital change in manufacturing. This real-time tracking of machine efficiency and raw material use. This has
include investing in educational and training initiatives to cultivate a improved the responsiveness of the supply chain by drastically lowering
proficient workforce adept at handling sophisticated technology, waste and production downtime. To improve demand forecasting, cut
alongside offering incentives for companies to participate in digital down on surplus inventory, and guarantee more effective distribution,
infrastructure and research and development. Furthermore, cultivating Square Pharmaceuticals has also implemented AI-driven predictive an­
a culture of innovation and adaptability inside firms helps alleviate alytics. In the supply chain industry, these examples demonstrate how
resistance to change and promote the integration of new technology. digital transformation boosts Bangladesh’s global competitiveness, re­
Prior studies have shown the beneficial effects of I 4.0 technology on duces inefficiencies, and improves operational agility.
supply chain performance across several scenarios. Research in indus­ This study has considerable significance for several reasons. This
trialized nations indicates that companies using I 4.0 principles have study enhances the current literature on I 4.0 by examining its effects on
seen enhancements in operational efficiency, savings in costs, and supply chain performance within the setting of a poor nation, namely
increased customer satisfaction (Calış Suman and Akdemir, 2021; Jav­ Bangladesh. The results will provide empirical information about the
aid et al., 2022). Nonetheless, the precise influence of these technologies advantages and obstacles of using I 4.0 technologies, which may guide
on the supply chain efficiency of industrial enterprises in Bangladesh governments and corporate leaders aiming to improve industrial
remains inadequately examined. The deficiency in the literature high­ competitiveness. Secondly, the study’s findings about the present status
lights the need of empirical study to examine the correlation between I of I 4.0 adoption and the obstacles encountered by manufacturers would
4.0 adoption and supply chain performance in the Bangladeshi assist stakeholders in formulating focused strategies to promote the
manufacturing sector. The manufacturing industry in Bangladesh now digital transformation of the manufacturing sector. This study seeks to
has several obstacles, such as supply chain inefficiencies, escalating facilitate the sustainable development of the Bangladeshi manufacturing
labor prices, and intensifying rivalry from adjacent nations. A recent sector, maintaining its robustness in a more digitized global economy.
analysis by the Bangladesh Garment Manufacturers and Exporters As­ This study’s novelty resides in its groundbreaking investigation of In­
sociation (BGMEA) indicated that several enterprises continue to dustry 4.0 implementation inside Bangladesh’s manufacturing sector, a
depend on conventional production methods, leading to inadequate developing nation where such research is scarce. This study provides a
performance and lost development potential. Furthermore, the nuanced view of how Industry 4.0 technologies enhance supply chain
COVID-19 pandemic revealed weaknesses in global supply systems, performance via Integrated Digital Supply Chain, innovation, and visi­
leading businesses to pursue more robust and adaptable solutions (Emon bility critical but underexplored mediating variables contrary to prior
et al., 2024). Although several firms in Bangladesh are starting to studies that focus mostly on developed nations. By contextualizing the
investigate I 4.0 technologies, the rates of adoption are far lower than research within the distinct socio-economic and operational problems of
those in more industrialized nations (Rahman et al., 2022). This scenario Bangladesh, the study addresses a notable gap in the literature,
necessitates an immediate examination of how the deployment of I 4.0 providing insights that transcend the traditional frameworks used in
might enhance supply chain performance within the Bangladeshi developed nations. This method not only fills a significant theoretical
manufacturing sector (Rahman et al., 2022). gap but also offers a novel empirical viewpoint, therefore enhancing

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

both scholarly discussion and practical implementations in rising enhance SCP via digital transformation. This methodology provides a
markets. basis for further empirical investigation into the interplay of these at­
The remainder of this paper is structured as follows: Section 2 re­ tributes and their role in improving efficiency and competitiveness
views the relevant literature and theoretical underpinning to develop within Bangladesh’s manufacturing industry.
the conceptual framework. Section 3 outlines the research methodology, Although there is a wealth of evidence demonstrating the advantages
including data collection and analysis techniques. Section 4 presents the of I 4.0 technologies in improving supply chain agility, responsiveness,
results and findings from the data analysis and Section 5 discusses their and efficiency in developed economies, little is known about how
implications in the context of Bangladesh’s manufacturing sector. applicable these technologies are in developing nations, especially those
Finally, Section 6 concludes the study with recommendations for poli­ with limited resources like Bangladesh (Ahmed et al., 2022; Chen et al.,
cymakers and practitioners, along with directions for future research. 2023). The majority of research to date has concentrated on industri­
alized countries with strong infrastructure and significant expenditures
2. Theoretical framework and hypothesis development in digital transformation (Plekhanov et al., 2023; Zhu et al., 2021),
where the implementation of I 4.0 technology has shown increases in
2.1. Theoretical framework ISCP, cost savings, and operational efficiency (De Giovanni and Cariola,
2021; Dev et al., 2020). But in places like Bangladesh, where industrial
This study is theoretically grounded on the integration of the businesses have particular difficulties such poor infrastructure, a lack of
Technology-Organization-Environment (TOE) framework and the qualified personnel, and opposition to change, these results might not be
Resource-Based View (RBV) paradigm. The TOE framework, created by directly applicable (Hasan et al., 2020; Nafe Assafi et al., 2024).
de Oliveira et al. (2023), provides an extensive perspective on the ele­ Bangladesh’s manufacturing sector, is a key economic pillar that
ments influencing the adoption of technological breakthroughs greatly boosts employment and exports (Titumir and Titumir, 2021).
(Ramírez-Gutiérrez et al., 2023). The implementation of new technol­ The industry, however, faces inefficiencies and increased competition
ogies, such as I 4.0, relies on three primary dimensions: technical con­ from countries implementing contemporary manufacturing innovations
siderations, organizational issues, and environmental variables (Swazan and Das, 2022). Despite this, Bangladesh has yet to embrace I
(Abdurrahman et al., 2024). Technological variables include the 4.0 at a high rate, and no empirical study has been done to examine the
perceived benefits of the technology, its interoperability with existing possible performance consequences or the factors driving acceptance.
systems, and the availability of technical support. These factors are Furthermore, although the relationship between digital technologies
crucial in motivating firms to adopt I 4.0 technologies as they evaluate and SCP has been studied in the global literature (Eslami et al., 2024;
the potential advantages, such as improved efficiency and competitive Yang et al., 2021), it has not specifically examined how contextual
edge (Majumdar et al., 2021). Organizational Factors include elements factors such as organizational readiness, competitive pressures, and
such as organizational size, resource accessibility, and readiness for governmental support influence this relationship in Bangladesh’s
change. These variables affect a company’s ability to effectively imple­ manufacturing sector. By analyzing the degree of I 4.0 technology
ment and use I 4.0 technology (Ferreira et al., 2022). While larger firms adoption and its effects on SCP, this study aims to close this gap by
possess more resources for investing in digital technology, smaller en­ addressing important contextual enablers and constraints. By doing this,
terprises may encounter difficulties owing to limited capacity. Envi­ it offers insightful information from the viewpoint of a developing
ronmental considerations include external influences, including country, guiding industry practitioners and policymakers in promoting
competitive pressures and governmental support, that may significantly digital transformation and preserving global competitiveness.
affect the decision to adopt new technology. Understanding these
contextual aspects is essential in Bangladesh’s industrial sector, as they 2.2. Hypotheses development
affect the dynamics of I 4.0 adoption, especially in a rapidly evolving
global market (Majumdar et al., 2021). The RBV hypothesis, with the The correlation between I 4.0 implementation and IDSC is well-
TOE framework, enhances our understanding by emphasizing the documented in the literature. I 4.0 technologies, including the IoT, big
importance of intrinsic organizational capabilities. The RBV asserts that data analytics, and cloud computing, enable real-time data interchange
enterprises possessing valuable, rare, distinctive, and inimitable re­ and cooperation across supply chain participants, therefore markedly
sources may achieve a sustainable competitive advantage (Ahn et al., improving integration (Szalavetz, 2019). This greater connectivity en­
2022; Barney, 1991; Varadarajan, 2023). Within the framework of I 4.0, ables companies to coordinate their activities more efficiently, resulting
these resources include technical infrastructure, skilled human capital, in simplified procedures, decreased lead times, and enhanced overall
and organizational knowledge that facilitate the effective use and inte­ efficiency. Furthermore, firms that use I 4.0 technology are more adept
gration of contemporary digital technologies. By using these unique at addressing disruptions and market changes. These technologies pro­
resources, firms may significantly boost their supply chain performance vide essential tools for enhanced visibility across the supply chain,
via improved efficiency, innovation, and visibility (Ferreira et al., 2022). allowing companies to make educated choices based on real-time data.
The amalgamation of the TOE and RBV frameworks offers a compre­ Businesses may use predictive analytics to anticipate demand and
hensive understanding of the determinants influencing the adoption of I modify their operations appropriately, therefore alleviating the effects
4.0 and its subsequent impact on supply chain performance (Raj and of unforeseen shifts (Javaid et al., 2022; Khan et al., 2024). The inte­
Jeyaraj, 2023; Rehman et al., 2024). The TOE framework outlines the gration of digital technologies in supply chains boosts operational per­
contextual factors affecting adoption, while the RBV highlights the formance and strengthens partnerships, facilitating collaborative
strategic importance of organizational skills in using I 4.0 technology to problem-solving and innovation. The evolution of the industrial sector
improve supply chain outcomes. This thorough technique allows an in Bangladesh necessitates the implementation of I 4.0 technology to
in-depth analysis of the interplay between technological, organizational, improve IDSC. Companies that use these innovations might get a
and environmental elements that propel the digital transformation of competitive edge by enhancing communication and collaboration with
supply chains within the Bangladeshi manufacturing sector. This study their supply chain partners. Therefore, we propose the following
examines the interconnections between the adoption level of Industry hypothesis:
4.0 (EI4A), Integrated Digital Supply Chain (IDSC), Innovative Supply
H1. : There is a positive relationship between Extent of Industry 4.0
Chain Practices (ISCP), supply chain visibility (SCV), and supply chain
Adoption (EI4A) and Integrated Digital Supply Chain (IDSC).
performance (SCP) as interconnected structures. This aims to clarify the
extensive impacts of I 4.0 on Bangladesh’s manufacturing sector and I 4.0 technologies markedly improve SCV by facilitating real-time
provide insights for practitioners and policymakers endeavoring to tracking and oversight of items and information movement across the

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whole supply chain. This increased visibility is achieved via the use of enhanced efficiency and notable improvements in customer satisfaction
sophisticated technologies such the IoT, big data analytics, and cloud and retention. The correlation between ISCP and performance may be
computing. IoT devices may be used throughout the supply chain to ascribed to several reasons. Innovative approaches often result in
collect essential data on inventory levels, shipping status, and environ­ enhanced resource utilization, heightened production, and the capacity
mental conditions, offering companies crucial insights into their oper­ to provide goods and services more promptly and economically. More­
ations (Sunny et al., 2020). These technologies enable firms to oversee over, these technologies may augment communication among supply
their supply chains in real time, facilitating prompt and informed chain participants, enabling more efficient information exchange and
decision-making. Access to precise and current information enables or­ enhanced coordination. The evolution of the manufacturing sector in
ganizations to promptly react to fluctuations in demand, supply prob­ Bangladesh necessitates the use of ISCP for enterprises aiming to
lems, or other unanticipated occurrences that may affect their improve operational performance and customer service quality. By
operations. This proactive strategy promotes operational efficiency and concentrating on new methodologies, organizations may enhance their
overall supply chain responsiveness, allowing enterprises to sustain a supply chains and strategically position themselves to exploit growing
competitive advantage in the current dynamic market landscape. market possibilities. Consequently, we propose the hypothesis:
Furthermore, improved SCV facilitates superior risk management
H3. : There is a positive relationship between Innovative Supply Chain
and anticipatory problem-solving. By comprehending their supply chain
Practices (ISCP) and Supply Chain Performance (SCP).
dynamics more clearly, organizations may detect possible dangers and
bottlenecks prior to their escalation into substantial problems. This The significance of SCV in improving SCP is paramount. Enhanced
foresight enables organizations to execute mitigation actions, therefore visibility allows companies to thoroughly monitor inventory levels,
reducing disruptions and improving overall supply chain resilience (Bag oversee order progress, and promptly address problems in real time
et al., 2020). Considering the paramount need of visibility in the man­ (Chowdhury et al., 2019; Hong et al., 2019). This degree of knowledge is
agement of intricate supply chains, we propose: essential in the contemporary, rapid business landscape, where delays
and mistakes may result in substantial expenses and diminished con­
H2a. : There is a positive relationship between Extent of Industry 4.0
sumer confidence. Utilizing technology like the IoT and sophisticated
Adoption (EI4A) and Supply Chain Visibility (SCV).
data analytics enables firms to enhance transparency in their supply
The use of I 4.0 technology promotes an atmosphere favorable to chains, facilitating informed decision-making and rapid adaptation to
ISCP. These technologies include various digital solutions such as AI, changing conditions. Studies indicate that enhanced SCV is associated
machine learning, robots, and IoT, which profoundly alter the opera­ with increased operational efficiency and decreased lead times. For
tions and interactions of enterprises inside their supply chains. Utilizing instance, when companies can oversee their supply chain operations in
modern data analytics, firms may extract insights that inform decision- real time, they may detect bottlenecks or inefficiencies and implement
making and enable the development of new processes and products remedial measures before these problems intensify. This proactive
(Mubarak et al., 2021). Predictive analytics enables organizations to strategy not only reduces interruptions but also improves overall
foresee market trends and client requests, allowing for more efficient responsiveness to client needs, which is essential for sustaining
customization of their goods. Furthermore, the automation features of I competitive advantage (Baah et al., 2022). Improved visibility may
4.0 technologies optimize processes, minimize human mistakes, and facilitate superior inventory management, enabling organizations to
improve productivity. This operational agility enables organizations to modify stock levels according to real-time demand indicators, thereby
experiment with novel concepts and swiftly execute modifications, minimizing surplus inventory and related carrying costs. Moreover, SCV
eventually resulting in creative practices that enhance their overall enhances cooperation among supply chain participants. When all
competitive edge. Studies demonstrate that firms that proficiently stakeholders possess access to common information, they may collabo­
incorporate digital technologies into their supply chains are more in­ rate more efficiently to address issues, synchronize efforts, and develop
clined to adopt techniques such as collaborative product development procedures. This collaborative atmosphere eventually enhances
and agile supply chain management, which are essential for promoting customer service and happiness, as companies can execute orders with
innovation (Helo and Shamsuzzoha, 2020). greater accuracy and speed. In light of the essential function of SCV in
In addition, I 4.0 fosters a culture of perpetual improvement, urging improving performance, we put up the following hypothesis:
companies to embrace new solutions that can adjust to changing market
H4. : There is a positive relationship between Supply Chain Visibility
dynamics. The capacity for fast iteration and implementation of new
(SCV) and Supply Chain Performance (SCP).
processes boosts operational efficiency and enables organizations to
adapt more effectively to client demands and competitive challenges. In IDSC is essential for improving overall SCP by enabling smooth
light of these variables, we propose the following hypothesis: communication and cooperation among supply chain participants. In
the contemporary networked business landscape, companies must
H2b. : There is a positive relationship between Extent of Industry 4.0
depend on efficient information exchange and coordination to fulfill
Adoption (EI4A) and Innovative Supply Chain Practices (ISCP).
client needs swiftly and effectively (Enrique et al., 2022). IDSC facili­
Innovation in the supply chain is crucial for augmenting SCP, as it tates the alignment of organizational operations across several roles and
facilitates operational optimization and enhances overall efficacy. entities within the supply chain, resulting in optimized procedures and
Through the use of innovative techniques, companies may optimize enhanced operational efficiency. One of the main advantages of IDSC is
their operations, decrease operational expenses, and improve service its capacity to provide real-time access to essential data and insights, so
delivery, which are essential for sustaining competitiveness in the cur­ enabling firms to make educated choices and react promptly to market
rent rapid market environment (Chowdhury et al., 2019; Hong et al., swings. By using digital technologies like cloud computing, IoT, and big
2019). Innovative supply chain methods may include the incorporation data analytics, companies may improve their insight into supply chain
of advanced technology, the formulation of new logistics strategies, or operations, enabling superior monitoring of inventory levels, order
the reconfiguration of current operations. These advances allow com­ status, and overall performance indicators. The real-time information
panies to adjust to evolving customer preferences and market dynamics, flow is crucial for promptly resolving problems like as delays, product
thereby promoting enhanced flexibility and responsiveness. Empirical shortages, or changes in client preferences, hence enhancing customer
studies have repeatedly shown that firms that adopt innovation in their happiness and loyalty. Empirical research substantiates that firms with
supply networks often achieve enhanced performance indicators. advanced digital integration realize substantial enhancements in their
Research by (Baah et al., 2022; Sheel and Nath, 2019) indicates that SCP indicators. Research indicates that organizations that successfully
organizations adopting innovative supply chain techniques see use IDSC have improved efficiency, heightened responsiveness, and

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

reduced expenses (Choudhury et al., 2021; Shukor et al., 2021). These enabled the examination of complex relationships among several vari­
enhancements arise from the capacity to streamline operations, decrease ables. The partial least squares structural equation modeling (PLS-SEM)
lead times, and mitigate waste across the supply chain. approach was used for data analysis because of its suitability for pre­
Moreover, IDSC enhances cooperation among supply chain partners dictive models, effectiveness with smaller sample sizes, and ability to
by dismantling silos and promoting a more cohesive approach to include both reflective and formative constructs. The employment of
problem-solving and innovation. This collaborative atmosphere may SmartPLS was justified as it assesses both the measurement model
foster the creation of innovative ideas and practices that improve the (validity and reliability) and the structural model (hypothesis testing)
overall agility and resilience of the supply chain. In light of these factors, within a cohesive framework, providing comprehensive insights into the
we propose the following hypothesis: relationships between I 4.0 adoption and SCP. Table 1 displays the
reliability analysis of the measurement scales used in the research.
H5. : There is a positive relationship between Integrated Digital Sup­
Cronbach’s alpha ratings for each construct demonstrate a high degree
ply Chain (IDSC) and Supply Chain Performance (SCP).
of internal consistency, affirming the reliability and coherence of the
The theoretical framework of this study has been constructed based items used to assess these dimensions. The Cronbach’s alpha values for
on the hypothesized correlations and theoretical insights addressed, as all constructs above the well recognized threshold of 0.70 (Hair et al.,
shown in Fig. 1. 2017; Hair and Alamer, 2022), so affirming the reliability and appro­
priateness of the measuring scales used in this research for further
3. Materials and method analysis. The elevated dependability enhances the validity of the results
and bolsters the robustness of the conclusions about the influence of I
The research used a quantitative methodology to investigate the 4.0 adoption on SCP within Bangladesh’s Manufacturing sector.
impact of I 4.0 deployment on SCP in Bangladesh’s manufacturing
sector. The study used primary data collected via a standardized ques­ 4. Results
tionnaire sent to employees at manufacturing firms. The study’s popu­
lation included professionals involved in supply chain management and The demographic profile of the respondents is a detailed overview of
related operations within the Bangladeshi manufacturing industry. The the sample characteristics, elucidating the makeup of the research par­
individual employee served as the unit of analysis. A convenience ticipants. The gender distribution indicates that men constitute 67.31 %
sampling strategy was used to gather responses, enabling access to of respondents, and females account for 32.69 % of the sample. This
readily available and willing people. A total of 597 questionnaires were gender disparity may indicate the gender representation within the
sent, resulting in 401 responses, of which 364 were deemed valid assessed industries or organizations. The age distribution indicates that
following the exclusion of incomplete and erroneous submissions. the majority of respondents fall within the 36–45 years age bracket
The instrument development methodology included the formulation
of a questionnaire based on established scales in the literature. Prior to
the initial data collection, the questionnaire underwent a pre-test phase Table 1
with field professionals to ascertain the clarity, relevance, and accuracy Reliability of the Measurements.
of the questions. Modifications were made to improve the instrument Constructs Items Cronbach’s alpha
based on the feedback obtained. To verify the assessment scale, both
Extent of Industry 4.0 Adoption (EI4A) 8 0.92
content and construct validity were established by aligning the ques­
Integrated Digital Supply Chain (IDSC) 5 0.90
tions with theoretical components from previous research. Data collec­ Supply Chain Visibility (SCV) 5 0.86
tion transpired throughout a six-month duration, and responses were Innovative Supply Chain Practices (ISCP) 5 0.88
manually encoded for analysis. The statistical software SmartPLS Supply Chain Performance (SCP) 5 0.92

Fig. 1. Theoretical Framework.

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

(70.33 %), followed by those aged 46–55 years (26.65 %). A limited dependability (Hair et al., 2019). The loadings for EI4A vary from 0.72
percentage of respondents fall under the 26–35 years age bracket to 0.88, but IDSC and ISCP have similar trends, with loadings continu­
(3.02 %), suggesting that the sample mostly comprises seasoned pro­ ously above 0.79. SCV and SCP exhibit significant loadings, affirming
fessionals, consistent with the study’s emphasis on professional supply the items’ contribution to their respective structures. The AVE values
chain procedures. Regarding educational credentials, more than half of above 0.50, ranging from 0.64 to 0.75, indicating sufficient convergent
the respondents own a Master’s degree (53.02 %), while a considerable validity. This indicates that each concept accounts for greater variation
percentage have a Bachelor’s degree (37.36 %). Individuals with than what is ascribed to measurement error, as advised by Fornell and
diploma-level education and other credentials represent a minor Larcker (1981). Moreover, the CR ratings for all constructions above the
segment (4.95 % and 4.67 %, respectively). The respondents’ advanced acceptable level of 0.70, ranging from 0.90 to 0.94. The findings indicate
education indicates their qualifications to provide educated perspectives strong internal consistency and dependability across all constructs (Hair
on the study’s topic. Concerning job position, the majority of re­ et al., 2020). The results confirm the suitability of the assessment scale
spondents are mid-level workers (68.41 %), followed by senior-level and emphasize its capacity to consistently assess the structures being
employees (27.75 %), with a minor proportion being entry-level em­ studied. The strong reliability and validity metrics guarantee reliable
ployees (3.85 %). This signifies that the sample mostly consists of per­ measurement of the constructs, providing a solid basis for hypothesis
sons with significant expertise and decision-making responsibilities testing and subsequent research. These results conform to optimal
inside their businesses. The distribution of organizational types in­ techniques in structural equation modeling and bolster the study’s
dicates a predominant presence of private sector personnel (92.58 %), conclusions’ reliability (Fornell and Larcker, 1981; Hair et al., 2020).
while the public sector comprises a mere 7.42 %. This bias indicates the The Fornell-Larcker criteria findings indicate that discriminant val­
preeminence of the private sector in the study’s focal region. The ma­ idity has been confirmed for the constructs inside the model. The square
jority of respondents possess 4–6 years (50.27 %) or 7–10 years root of the AVE for each construct, shown on the diagonal, exceeds the
(28.85 %) of work experience, indicating that the sample comprises correlations between the constructs, which are provided off-diagonal
persons with considerable knowledge. A minority has less than 1 year (Fornell and Larcker, 1981; Hasan Emon et al., 2023). The square root
(2.20 %), 1–3 years (10.16 %), or over 10 years (8.52 %) of experience, of the AVE for IDSC is 0.84, surpassing its correlations with other vari­
contributing to the variety of the sample’s experience levels. This dis­ ables, including EI4A at 0.68 and SCP at 0.83. The EI4A has a square root
tribution of expertise indicates a workforce equipped to provide signif­ of AVE of 0.81, surpassing its correlations with constructs such as ISCP
icant insights into the problems and possibilities related to the at 0.72 and SCV at 0.66. The results indicate that each concept is more
implementation of I 4.0. The demographic profile of the respondents closely associated with its respective indicators than with other con­
reveals a highly educated, primarily male, and experienced workforce in structs in the model, so fulfilling the requirement for discriminant val­
the private sector, essential for comprehending the dynamics of I 4.0 idity. The findings are uniform across all variables, including SCP, which
adoption in Bangladesh’s industrial sector. The prevalence of mid-level exhibits a square root of AVE of 0.87, exceeding its correlations with
and senior personnel indicates that the insights derived from this ISCP (0.84) and SCV (0.84). The elevated correlations across compo­
research will be shaped by considerable professional experience, making nents are anticipated owing to the interrelated characteristics of supply
the results relevant and appropriate to the current dialogue on digital chain activities; yet, the Fornell-Larcker findings validate that the con­
transformation within the manufacturing sector. The demographic structs are still separate. This difference is essential as it guarantees that
backdrop will be crucial for evaluating the study’s findings and com­ the constructs do not assess overlapping phenomena, hence enhancing
prehending the consequences of I 4.0 technologies on SCP. the validity of the measurement model (Hair et al., 2019). The results
The measuring methodology offers a comprehensive evaluation of validate the utilization of the constructs in subsequent analysis, as the
the constructs’ reliability and validity. All standardized factor loadings
above the required level of 0.70, indicating robust individual item
Table 3
Measurement Model.
Table 2
Constructs Items Loading AVE CR
Demographic Profile of The Respondents.
Extent of Industry 4.0 Adoption (EI4A) EI4A1 0.81 0.66 0.94
Variable N (%)
EI4A2 0.72
Gender EI4A3 0.76
Male 245 67.31 % EI4A4 0.75
Female 119 32.69 % EI4A5 0.88
Age EI4A6 0.86
26–35 Years 11 3.02 % EI4A7 0.82
36–45 Years 256 70.33 % EI4A8 0.87
46–55 Years 97 26.65 % Integrated Digital Supply Chain (IDSC) IDSC1 0.85 0.71 0.92
Educational Qualification IDSC2 0.86
Bachelor’s Degree 136 37.36 % IDSC3 0.87
Master’s Degree 193 53.02 % IDSC4 0.84
Diploma 18 4.95 % IDSC5 0.79
Others 17 4.67 % Supply Chain Visibility (SCV) SCV1 0.91 0.64 0.90
Current Employment Status SCV2 0.77
Entry-level employee 14 3.85 % SCV3 0.73
Mid-level employee 249 68.41 % SCV4 0.72
Senior-level employee 101 27.75 % SCV5 0.86
Organization Type Innovative Supply Chain Practices (ISCP) ISCP1 0.74 0.67 0.91
Public 27 7.42 % ISCP2 0.80
Private 337 92.58 % ISCP3 0.85
Years of Work Experience ISCP4 0.89
Less than 1 year 8 2.20 % ISCP5 0.81
1–3 years 37 10.16 % Supply Chain Performance (SCP) SCP1 0.85 0.75 0.94
4–6 years 183 50.27 % SCP2 0.91
7–10 years 105 28.85 % SCP3 0.89
More than 10 years 31 8.52 % SCP4 0.92
Total 364 100.00 % SCP5 0.76

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

discriminant validity substantiates the model’s suitability for examining Table 5

the relationships among I 4.0 Adoption Level, IDSC, ISCP, SCV, and SCP. Hypothesis Testing.
This bolsters the theoretical framework’s validity and increases trust in Hypothesis Relationship T statistics P values Decision
the study’s results (Fornell and Larcker, 1981; Hair et al., 2020).
H1 EI4A -> IDSC 16.45 0.00 Accepted
The outcomes of the hypothesis testing provide substantial evidence H2a EI4A -> SCV 15.73 0.00 Accepted
for the hypothesized links within the study model. Hypothesis H1, which H2b EI4A -> ISCP 18.67 0.00 Accepted
asserted that the EI4A positively affects Digital IDSC, is corroborated by H3 ISCP -> SCP 3.81 0.00 Accepted
a significant path coefficient (T-statistics = 16.45, p < 0.01). This un­ H4 SCV -> SCP 10.34 0.00 Accepted
H5 IDSC -> SCP 2.36 0.02 Accepted
derscores that the use of Industry 4.0 technology improves digital
integration in supply chains, consistent with prior research that stresses
the importance of advanced technologies in facilitating smooth data digital integration, innovation, and visibility in improving overall sup­
flow and process synchronization (Khan et al., 2024). The hypothesis ply chain efficiency and responsiveness. The findings together indicate
H2a, which posited a positive correlation between EI4A and SCV, is that the model accurately elucidates essential interactions within the
validated (T-statistics=15.73, p<0.01), signifying that the use of smart supply chain environment, offering a solid foundation for compre­
technology enhances transparency and real time monitoring across the hending the effects of I 4.0 adoption and its related processes.
supply chain. Likewise, H2b, which posits that EI4A positively in­ Fig. 2 depicts a structural equation model that elucidates the in­
fluences ISCP, is accepted based on strong statistical evidence (T-sta­ terrelationships among EI4A, IDSC, ISCP, SCV, and SCP. The model
tistics = 18.67, p < 0.01). This discovery corroborates the perspective demonstrates substantial direct and indirect relationships, emphasizing
that the adoption of Industry 4.0 promotes innovation by facilitating the interrelation of different categories. The route coefficient between
new capabilities and improving flexibility (Benzidia et al., 2021). Hy­ EI4A and IDSC is 0.68, indicating that the adoption of Industry 4.0
potheses H3 and H4 demonstrate the influence of ISCP and SCV on SCP, substantially enhances Integrated Digital Supply Chain. Likewise, the
both substantiated by significant findings (T-statistics = 3.81 and 10.34, correlation from EI4A to ISCP (0.72) substantiates the significant in­
respectively; p < 0.01). The results illustrate the essential importance of fluence of Industry 4.0 in promoting supply chain innovation. The direct
innovation and visibility in improving operational efficiency, customer correlation between EI4A and SCV (0.66) indicates that Industry 4.0
happiness, and overall supply chain efficacy (Fatorachian and Kazemi, technologies enhance supply chain visibility. The direct correlations
2021). Ultimately, H5, which asserts a beneficial effect of IDSC on SCP, from ISCP to SCP (0.31) and from SCV to SCP (0.45) underscore the
is corroborated (T-statistics = 2.36, p = 0.02). This suggests that the significance of supply chain innovation and visibility in enhancing
integration of digital systems improves performance measures, supply chain performance. Moreover, the connection from IDSC to SCP
including responsiveness and cost-effectiveness, as shown by previous (0.20) highlights the essential function of digital integration in
research on digital transformation in supply chain settings (Zhao et al., improving overall supply chain results. The R-squared values in the
2023). These findings together illustrate the essential function of model further corroborate its explanatory efficacy. The SCP has an R-
implementation I 4.0 in improving SCP via mechanisms such as inno­ squared value of 0.80, indicating that 80 % of its variation is accounted
vation, visibility, and digital integration. The statistical significance and for by the predictors. Likewise, ISCP and SCV get R-squared values of
theoretical coherence of these results provide robust evidence for the 0.52 and 0.44, respectively, substantiating the model’s robust predictive
proposed paradigm, affirming its relevance in comprehending supply capacity. This structural model highlights that the adoption of Industry
chain dynamics. 4.0 is a crucial facilitator of digital transformation and enhanced supply
The R² values indicate the explanatory capacity of the proposed chain performance, reinforcing the overarching theme of technology
model, quantifying the amount of variation in dependent constructs integration enhancing operational efficiency.
accounted for by their corresponding independent variables. The
adjusted R² values, which consider the number of predictors in the 5. Discussion
model, align with the R² values, demonstrating the model’s robustness.
The R² value for IDSC is 0.46, indicating that 46 % of the variation in This research examined the influence of Industry 4.0 implementation
IDSC is accounted for by the EI4A. This intermediate explanatory power on SCP, mediated by IDSC, ISCP, and SCV. The study used a quantitative
indicates that while EI4A is a notable predictor of IDSC, other variables research methodology and analyzed data from 364 respondents using
not included in this model may potentially affect IDSC. The R² score for SmartPLS, offering an in-depth insight of the impact of I 4.0 technologies
ISCP is 0.52, indicating that 52 % of its variation is explained by EI4A. on supply chain dynamics inside contemporary enterprises. The results
The significant explanatory power underscores the essential function of I indicated that the use of I 4.0 significantly enhances digital integration,
4.0 technologies in promoting ISCP via advanced analytics, automation, innovation, and visibility, hence improving SCP. These findings corre­
and improved decision-making. SCV has an R² value of 0.44, indicating spond with previous research highlighting the revolutionary impact of
that 44 % of its variation is elucidated by EI4A. This highlights the sophisticated technology on supply chain operations (Debnath et al.,
substantial influence of I 4.0 technologies on enhancing real-time 2023; Saha et al., 2022).
tracking, monitoring, and visibility in the supply chain. The R² value The study contributes significantly to both theoretical knowledge
for SCP is 0.80, indicating that the collective predictors IDSC, ISCP, and and Practical implementations in the fields of Industry 4.0 and supply
SCV account for 80 % of the variation in SCP. This significant explana­ chain management. It theoretically synthesizes principles from I 4.0 and
tory capability confirms the proposed model’s efficacy in identifying the supply chain management literature to provide a holistic framework,
key determinants of SCP. It underscores the interrelated aspects of emphasizing the interrelated functions of digital integration, innova­
tion, and visibility. This method not only strengthens the significance of

Table 4
Fornell-Larcker criterion. Table 6
R² and R² Adjusted.
Constructs EI4A ISCP IDSC SCP SCV
Constructs R² R² adjusted
EI4A 0.81
ISCP 0.72 0.82 Innovative Supply Chain Practices (ISCP) 0.52 0.52
IDSC 0.68 0.92 0.84 Integrated Digital Supply Chain (IDSC) 0.46 0.46
SCP 0.68 0.84 0.83 0.87 Supply Chain Performance (SCP) 0.80 0.80
SCV 0.66 0.76 0.77 0.84 0.80 Supply Chain Visibility (SCV) 0.44 0.43

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

Fig. 2. Structural Equation Modelling and Path Coefficient (PLS SEM Approach).

previous theories, such the RBV, which posits that technology adoption visibility and innovation are in boosting performance, especially in
may function as a strategic asset, but also broadens the applicability of developing nations.
these theories by integrating features particular to I 4.0 (Lutfi et al., From the managerial perspectives, the results provide doable tactics
2023; Reza et al., 2024). for utilizing I 4.0, emphasizing investments in real-time analytics and
The research empirically elucidates the essential paths by which the monitoring to attain operational excellence. The study closes a global-
adoption of Industry 4.0 affects operational and strategic characteristics local divide by providing answers to Bangladesh’s manufacturing
of the supply chain. The results indicate that Integrated Digital Supply problems and making universally useful observations for environments
Chain, supply chain innovation, and supply chain visibility are critical with limited resources.
mediators in converting Industry 4.0 adoption into improved perfor­
mance results. These findings fill a vacuum in the research, since the 6. Conclusion
direct and indirect impacts of I 4.0 on SCP are little examined. The study
provides a detailed knowledge of how companies might use I 4.0 tech­ This study examined the significant research issue of how the
nology to achieve operational excellence. The elevated R² value for SCP adoption of I 4.0 influences SCP, emphasizing the mediating roles of
(80 %) signifies that the suggested model proficiently encapsulates the IDSC, ISCP, and SCV. Amidst rapid technological progress and
main determinants of performance in modern supply chain systems. The increasing intricacy in global supply chains, firms must use new tactics
substantial route coefficients highlight the significance of visibility, to improve performance and competitiveness. Despite increasing inter­
innovation, and integration, offering practical insights for professionals. est in I 4.0 technologies, previous research provided little understanding
This corresponds with recent research that supports the strategic of the processes by which these technologies affect SCP. This study
alignment of technology adoption with supply chain goals (Butt, 2020; sought to address this gap by constructing and evaluating a conceptual
Zekhnini et al., 2021). The research emphasizes the significance of framework, therefore enhancing the comprehension of the interrelated
digital integration in enhancing SCP, while its influence is somewhat processes that influence supply chain efficiency and effectiveness. The
less than that of visibility and innovation. This conclusion indicates that study’s results indicate that the implementation of I 4.0 significantly
while digital integration is essential, its full potential may be achieved improves IDSC, innovation, and visibility, while favorably impacting
when coupled with other factors such as real-time transparency and SCP. The findings highlight the significance of these mediating vari­
innovative problem-solving ability. This empirical study enhances the ables, with ISCP and visibility exhibiting notably robust impacts.
existing information about the complex nature of supply chain optimi­ Empirical research indicates that digital integration enhances commu­
zation in the context of I 4.0, highlighting that mere technology adop­ nication and coordination, while innovation and visibility allow orga­
tion is inadequate without a comprehensive strategy for integration and nizations to attain flexibility and transparency, essential for meeting
innovation (Asamoah et al., 2021; Jimenez-Jimenez et al., 2019). The changing market needs. These insights align with the Resource-Based
mediating roles of digital integration, innovation, and visibility are View, emphasizing technology’s role as a strategic asset in attaining
highlighted in this study, which offers fresh insights into how I 4.0 better operational results. This study has significant ramifications that
technologies improve SCP. By combining the TOE framework with the provide practical techniques for practitioners, in addition to its theo­
RBV, it expands the theoretical conversation and shows how important retical contributions. The results underscore that firms should

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

implement a comprehensive strategy for I 4.0 by investing in technology Digital Supply Chain (IDSC) as important mediators. This study con­
that facilitate real-time data exchange, cultivating an innovative culture, structs a multi-layered architecture, demonstrating the indirect paths by
and emphasizing transparency across supply chain operations. This which I 4.0 improves SCP, in contrast to earlier research that mostly
comprehensive strategy not only improves supply chain efficiency but concentrated on direct ones. Contributing to the literature on supply
also fortifies organizational resilience and adaptation in a more unstable chain management and technology adoption, especially in emerging
business landscape. nations, these findings cast doubt on the conventional Western-centric
Although this study provides insightful information, it has certain view of digital transformation.
limitations. The conclusions may not be as broadly applicable to other
industries or geographical areas because they are based on data from 6.2. Practical implications
Bangladesh’s manufacturing sector. The offered solutions’ scalability
may be limited by economic factors, such as the availability of resources. To optimize SCP improvements, organizations should strategically
Socially, the research doesn’t discuss how automation might affect the use I 4.0 technologies, according to the study’s actionable insights for
workforce. More general contextual elements, cross-industry applica­ practitioners. Companies should invest in AI-driven predictive analytics
tions, and methods to strike a balance between societal well-being and to improve demand forecasting, prioritize digital integration to improve
technical breakthroughs should all be investigated in future studies. coordination, and use automation and IoT-enabled systems to increase
Subsequent study needs to build upon these results by investigating real-time responsiveness. Furthermore, removing obstacles to I 4.0
supplementary elements that may affect the correlation between I 4.0 adoption requires cultivating a culture of technology adaptation and
adoption and SCP. Organizational culture, leadership styles, and staff ongoing innovation. To ensure that businesses in underdeveloped na­
competencies may be examined as possible modifiers. Moreover, cross- tions can fully utilize I 4.0 innovations for global competitiveness, pol­
industry comparative analyses might elucidate the disparate effects of I icymakers should provide incentive structures, training initiatives, and
4.0 technology across different industries. Longitudinal studies are supported infrastructure to ease technological transitions.
advised to elucidate the dynamic characteristics of technology adoption
and its progressive impacts on supply chain operations. Ultimately,
Ethical statement
analyzing the sustainability ramifications of I 4.0 implementation may
provide significant insights to the expanding dialogue on green supply
This research was carried out in accordance with the highest ethical
chain management. These future approaches will enhance scholarly
standards. Participants provided informed consent, and their confiden­
research and provide practical insights for companies managing the
tiality was rigorously maintained. Any conflicts of interest were trans­
difficulties of contemporary supply networks.
parently disclosed and appropriately addressed. The data is accurate,
This study’s uniqueness is rooted on its examination of a developing
and we have upheld integrity throughout the research process. Any
country to investigate the effects of Industry 4.0 adoption on supply
potential biases or limitations have been clearly acknowledged.
chain performance. This study is notable for its focus on the mediating
roles of Integrated Digital Supply Chain, innovation, and visibility,
CRediT authorship contribution statement
which have been neglected in previous studies. The paper offers actual
data from Bangladesh’s industrial sector, therefore contributing novel
Emon Md Mehedi Hasan: Writing – original draft, Resources,
insights to the area and contesting the mostly Western-centric narratives
Methodology, Investigation, Formal analysis, Data curation. Khan
of Industry 4.0. The results highlight the revolutionary potential of In­
Tahsina: Writing – review & editing, Writing – original draft, Valida­
dustry 4.0 technologies in developing economies, providing practical
tion, Supervision, Resources, Project administration, Methodology,
insights for managers, politicians, and academics. This distinctive
Formal analysis, Conceptualization.
viewpoint not only fills significant gaps but also establishes a foundation
for further research into the contextual elements affecting technology
adoption and performance results in similar nations. Declaration of Competing Interest

6.1. Theoretical contributions The authors declare that they have no known competing financial
interests or personal relationships that could have appeared to influence
The Resource-Based View (RBV) is extended to the context of In­ the work reported in this paper.
dustry 4.0 (I 4.0) and supply chain performance (SCP) in this study,
adding to the body of current knowledge. The study offers a sophisti­ Acknowledgements
cated knowledge of how technological assets convert supply chain op­
erations into strategic capabilities by identifying Innovative Supply This research did not receive any specific grant from funding
Chain Practices (ISCP), supply chain visibility (SCV), and Integrated agencies in the public, commercial, or not-for-profit sectors.

Appendix I. . Questionnaire survey

Constructs Acronym Items

Extent of Industry 4.0 Adoption (EI4A) EI4A1 Our organization actively invests in Industry 4.0 technologies.
EI4A2 Employees are provided with sufficient training to utilize Industry 4.0 tools effectively.
EI4A3 We use advanced automation technologies to enhance operational efficiency.
EI4A4 Real-time data analytics is integrated into our supply chain operations.
EI4A5 Internet of Things (IoT) solutions are fully implemented in our processes.
EI4A6 Cyber-physical systems enable seamless operations in our organization.
EI4A7 Predictive maintenance tools are used to optimize resource usage.
EI4A8 Industry 4.0 technologies have significantly improved decision-making processes.
Integrated Digital Supply Chain (IDSC) IDSC1 Our supply chain partners are digitally connected for streamlined communication.
IDSC2 We use integrated platforms to manage supply chain processes.
(continued on next page)

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M.M.H. Emon and T. Khan Journal of Open Innovation: Technology, Market, and Complexity 11 (2025) 100516

(continued )
Constructs Acronym Items

IDSC3 Automation enhances the coordination between different supply chain activities.
IDSC4 Real-time information sharing occurs across all supply chain stakeholders.
IDSC5 Data security measures ensure the safe exchange of digital information in the supply chain.
Supply Chain Visibility (SCV) SCV1 Real-time tracking systems provide complete visibility into supply chain activities.
SCV2 Our organization ensures transparency across all stages of the supply chain.
SCV3 Advanced monitoring tools help us maintain inventory accuracy.
SCV4 We can quickly identify bottlenecks in our supply chain processes.
SCV5 Industry 4.0 technologies have enhanced end-to-end visibility in our supply chain.
Innovative Supply Chain Practices (ISCP) ISCP1 Our organization regularly incorporates innovative practices in supply chain management.
ISCP2 Industry 4.0 technologies inspire creative problem-solving in supply chain operations.
ISCP3 We prioritize innovative supply chain solutions to remain competitive.
ISCP4 Collaboration fosters new ideas and solutions for supply chain improvements.
ISCP5 Experimenting with new supply chain technologies is encouraged in our organization.
Supply Chain Performance (SCP) SCP1 Industry 4.0 adoption has improved our supply chain’s overall efficiency.
SCP2 Enhanced supply chain processes have led to increased customer satisfaction.
SCP3 Our supply chain is more agile and responsive to market demands.
SCP4 Operational costs in our supply chain have decreased due to advanced technologies.
SCP5 Supply chain performance has strengthened our organization’s competitive advantage.

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