Abstract
As technology continues to transform how industries operate, the beverage industry is facing pressure to modernize, especially in the area of spare part management. Many companies still struggle with outdated systems that don't have the digital infrastructure and real-time data that are becoming essential. Four major goals were accomplished by this study: Despite the underutilization of value-based analysis, an analysis of current SPM practices showed a strong operational focus, with 42% conducting weekly audits and 70% using criticality-based classification; identifying the main obstacles to digital transformation, which were found to be cost (37.5%), lack of expertise (25%), and resistance to change (25%); The organization's digital maturity assessment revealed that it operates at Levels 2-3 for processes, Level 4 for technology, and Level 3 for organizational maturity; and formulating strategic recommendations, such as improved digital readiness, balanced inventory management, and fortified procurement tactics.
This study looks more closely at how prepared an organization is to embrace industry 4.0 to manage their spare parts system by looking at subjects like automation, inventory tracking, and ERP system integration. In order to evaluate the maturity of spare parts management and pinpoint any gaps that still exist, the study uses a quantitative methodology that includes descriptive statistics and survey data from the plants of a case-study beverage manufacturer.
The study found that spare parts management (SPM) has a number of important strengths that offer a strong basis for digital transformation: a strong focus on operational reliability through criticality-based classification (70%); monitoring systems with regular auditing practices (42% weekly); an established digital foundation with widespread ERP usage (61.1% SAP systems); effective stakeholder engagement through regular meetings (77%); and structured procurement approaches using preferred supplier lists (60%). There are, however, gaps in strategic planning, particularly in value-based segmentation, where only 23% make use of ABC analysis. The criticality-based classification's emphasis on dependability is offset by inconsistent audits and a 50% reliance on spot procurement.
Using the industry 4.0 framework, the digital maturity assessment showed that the organization was at Level 3 (Defined) with structured governance that needed
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improved feedback mechanisms, the process was at Level 3 (Defined) with standardized but not fully optimized procedures, and the technology was at Level 4 (Quantitatively Managed) with a strong ERP foundation but limited predictive capabilities. This suggests that the company is moving from basic to more sophisticated digital capabilities.
Cost, inexperience, and change aversion are the three primary barriers to Industry 4.0 adoption, according to the study. More than half of respondents cited issues with ERP integration (54%) and the lack of real-time inventory visibility (62%), respectively, as major barriers. Cultural norms further emphasize the importance of change management, organizational alignment, and strategic investment.
The company is still in the early phases of digital maturity, with only limited to moderate adoption and little full integration of Industry 4.0 technologies. Traditional tools like SAP ERP and historical data analysis (85%) are still frequently used, but more sophisticated solutions like predictive maintenance (31%) and real-time monitoring (35%) are rarely used. The shift to predictive and networked systems is still in its infancy, despite a strong digital foundation.
The implementation of balanced inventory management that blends operational criticality and value-based analysis is one of the strategic recommendations. Other recommendations include strengthening procurement strategies for long-term supplier collaboration, focusing on real-time inventory visibility, leveraging organizational strengths such as established operational excellence, monitoring systems, digital foundation, stakeholder engagement, and structured procurement relationships, and improving digital readiness through predictive technologies and staff training to foster a digital-first culture. Procurement should shift toward strategic planning and long-term supplier collaboration in order to boost reliability and reduce risks.