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市場調查報告書

趨向產業用網際網路:第4次工業革命

The Industrial Internet: Towards the 4th Industrial Revolution

出版商 IDATE DigiWorld 商品編碼 361172
出版日期 內容資訊 英文 82 Pages
商品交期: 最快1-2個工作天內
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趨向產業用網際網路:第4次工業革命 The Industrial Internet: Towards the 4th Industrial Revolution
出版日期: 2016年06月22日 內容資訊: 英文 82 Pages
簡介

本報告提供產業用網際網路的現象的相關調查,IoT技術的整合對產業資產 (智慧工廠) 及最終產品的影響分析,各種垂直產業上創新的經營模式、實例的案例研究相關考察,及產業用網際網路市場參與軌道的主要促進要素、障礙的說明等相關資料、彙整。

第1章 摘要整理

第2章 調查手法和定義

第3章 基礎設施:智慧工廠或網路化的製造

  • 概念的說明
    • 概念
    • 背景,引進及未來趨勢
  • 目前各國、全球倡議
    • 支撐智慧製造業的各倡議類型
    • 歐洲的倡議
    • 其他國的倡議
    • Industrial Internet Consortium (IIC)
  • 主要供應商
  • 主要的實行的焦點
    • 航空學
    • 汽車
    • 能源
    • 運輸
  • 影響
    • 製造業生態系統的轉換
    • 風險、障礙

第4章 產品與服務:創新的成品、相關服務

  • servicisation策略的主要的啟用
    • 主要目的
    • 商業方法
  • 引進
  • 主要的實行的焦點
    • 飛機
    • 汽車
    • 重機
  • 影響

第5章 客戶關係

  • servicisation的影響
  • 創新的定價模式
  • 主要的實行的焦點
    • 運輸
    • 醫療

第6章 市場分析

  • 價值鏈
    • 感測器供應商
    • 工業
    • Telco (通訊業者)
    • 平台供應商
    • 服務供應商、IT企業
  • 系統的變化
  • 資料潛在性、相關的收益化課題
    • 商務客戶所有的資料
    • 個人客戶所有的資料
  • 促進要素、障礙
    • 促進要素
    • 障礙

圖表清單

目錄
Product Code: M16186MR

This report describes the phenomenon of the Industrial Internet.

It analyses the impacts on the integration of IoT technologies into industrial assets (the 'smart factory'), as well as into end products.

It also provides insights regarding innovative business models and illustrative case studies from various verticals.

It describes the main drivers and barriers for the take-off of the Industrial Internet market.

Table of Contents

1. Executive Summary

2. Methodology & definitions

  • 2.1. General methodology of IDATE's reports
  • 2.2. Definitions and scope

3. Infrastructure: towards the smart factory or networked production

  • 3.1. Concept description
    • 3.1.1. Concept
    • 3.1.2. Context, adoption and future trends
  • 3.2. Existing national and international initiatives
    • 3.2.1. Different types of initiatives supporting smart manufacturing
    • 3.2.2. European initiatives
    • 3.2.3. Other national initiatives
    • 3.2.4. Industrial Internet Consortium
  • 3.3. Key providers
  • 3.4. Focus on selected implementations
    • 3.4.1. Aeronautics
    • 3.4.2. Automotive
    • 3.4.3. Energy
    • 3.4.4. Transportation
  • 3.5. Impacts
    • 3.5.1. Transformation of the manufacturing ecosystem
    • 3.5.2. Risks and barriers

4. Products and services: innovative end-products and related services

  • 4.1. A key enabler of servicisation strategy
    • 4.1.1. Key objectives
    • 4.1.2. Commercial approach
  • 4.2. Adoption
  • 4.3. Focus on selected implementations
    • 4.3.1. Aviation
    • 4.3.2. Automotive
    • 4.3.3. Heavy equipment
  • 4.4. Impacts
    • 4.4.1. Corporate vertical transformation
    • 4.4.2. New businesses for industrials

5. The customer relationship

  • 5.1. Impacts due to servicisation
  • 5.2. Innovative pricing models
  • 5.3. Focus on selected implementations
    • 5.3.1. Transportation
    • 5.3.2. Healthcare

6. Market analysis

  • 6.1. Value chain
    • 6.1.1. Sensor providers
    • 6.1.2. Industrials
    • 6.1.3. Telcos
    • 6.1.4. Platform providers
    • 6.1.5. Service providers and IT players
  • 6.2. Organisational change
  • 6.3. Data potential and related monetisation issue
    • 6.3.1. Data owned by business clients
    • 6.3.2. Data owned by consumers clients
  • 6.4. Drivers and barriers
    • 6.4.1. Drivers
    • 6.4.2. Barriers

List of Tables

  • Table 1: Main providers of smart factory solutions
  • Table 2: Main initiatives around the smart factory
  • Table 3: Main initiatives around connected end-products
  • Table 4: Main initiatives around innovative pricing schemes
  • Table 5: Main initiatives of Medtronic in connected health market

List of Figures

  • Figure 1: The IDATE framework for digital transformation
  • Figure 2: Technologies of the third wave of digital transformation
  • Figure 3: Smart factory use case
  • Figure 4: Evolution of the manufacturing domain
  • Figure 5: Smart manufacturing research roadmap
  • Figure 6: New Balance shoes with 3D-printed midsoles presented at CES 2016
  • Figure 7: The Siemens automated factory, in Amberg, Germany
  • Figure 8: The Siemens vision of smart factory convergence
  • Figure 9: ABB control rooms
  • Figure 10: Augmented Reality deployment at Bechtle
  • Figure 11: Baxter uncaged robot
  • Figure 12: Uncaged robots deployed in a ceramic factory
  • Figure 13: HTC Vive virtual reality headset
  • Figure 14: Optis HIM VR solution used to validate assembly movements in aerospace industry
  • Figure 15: Track and Trace IIC Testbed
  • Figure 16: Use of big-data analytics in manufacturing
  • Figure 17: Intel production line data analytics set-up
  • Figure 18: Overview of European initiatives on digitising industry
  • Figure 19: Dassault Systèmes 3DExperience platform
  • Figure 20: Siemens digitalisation
  • Figure 21: Siemens Digital Factory portfolio, compared with Industry 4.0 plans
  • Figure 22: Kuka divisions and offerings
  • Figure 23: Kuka future vision integrating moving and fixed robots in a uniform factory platform
  • Figure 24: National Instruments vision as a provider of data analytics for the Internet of Things
  • Figure 25: Typical aircraft assembly environment
  • Figure 26: Smart glasses usage within factory
  • Figure 27: Use of uncaged robot at Audi
  • Figure 28: Competence islands at Audi
  • Figure 29: A centre to pilot the production and consumption of energy
  • Figure 30: Monitoring production by layers
  • Figure 31: Industrial Internet strategy at SNCF
  • Figure 32: SMILE distribution of value added, by manufacturing activity
  • Figure 33: Survey by Citigroup linking smart factory development and reshoring
  • Figure 34: Impact of automation on the job market
  • Figure 35: Interest of servicisation in margins
  • Figure 36: Survey answers to “What functionality is most valuable?”
  • Figure 37: Direct operating costs of an airline company
  • Figure 38: Rolls-Royce engines equipped with sensors
  • Figure 39: The Industrial Internet applied to aviation industry
  • Figure 40: The Predix platform
  • Figure 41: Value proposition evolution, GE Aviation
  • Figure 42: Connected car service roadmap
  • Figure 43: Key services in the automotive sector for major stakeholders
  • Figure 44: Willingness to pay for connected services in a subscription-based model
  • Figure 45: 17-inch Touch screen features
  • Figure 46: Supercharger network plan in the US and in Europe for 2016
  • Figure 47: Autopilot feature setting, by Tesla
  • Figure 48: Ford SYNC AppLink applications
  • Figure 49: GoRide experience
  • Figure 50: Use of drones at Caterpillar
  • Figure 51: Driverless truck, by Komatsu
  • Figure 52: Roadmap of different services offered by industrials
  • Figure 53: Evolution of Michelin's commercial offering
  • Figure 54: EFFIFUEL solution principle
  • Figure 55: Continuous Glucose Monitoring (CGM) systems
  • Figure 56: 2014 ranking of MEMS players
  • Figure 57: TE connectivity positioning in sensors
  • Figure 58: Key positioning differentiation among carriers in the Industrial Internet market
  • Figure 59: Connected Industry Platform showcased at the CEBIT 2015
  • Figure 60: Taleris home page
  • Figure 61: Michelin Solutions architecture
  • Figure 62: Data resale to service company
  • Figure 63: Data resale to a third-party service company
  • Figure 64: INDUSTRIE 4.0 to generate significant productivity gains in Germany
  • Figure 65: The power of the 1% by GE
  • Figure 66: Industrial Internet potential GDP share
  • Figure 67: European industrials to invest €140 billion annually in Industrial Internet applications, to 2020
  • Figure 68: Industrie 4.0, smart factory pipeline
  • Figure 69: Industries that named security as a top challenge in the implementation of big data

List of players

  • ABB
  • Accenture
  • Adidas
  • ADP
  • Air Liquide
  • Airbus
  • AMC Health
  • AMP 2.0
  • Apple
  • AT&T
  • Audi
  • Autodesk
  • Axa
  • Bangkok Metro
  • Bechtle
  • BITKOM
  • BMW
  • Boeing
  • Bosch
  • Bridgestone
  • British Gas
  • Camstar
  • Caterpillar
  • Chery
  • Cisco
  • Claas
  • Daimler
  • Dassault Systèmes
  • Deere & Co.
  • Deutsche Telekom
  • Du-Co Ceramics
  • Elan
  • EMC
  • Emerson
  • ENEL
  • Epson
  • ERDF
  • Ericsson
  • Eurostar
  • Fanuc
  • Ford
  • Ford Smart Mobility LLC
  • General Electric
  • GM
  • Goodyear
  • Google
  • HCL Technologies
  • Honeywell
  • HTC
  • IBM
  • Industrial Internet Consortium
  • Innotec
  • Intel
  • ITESENS
  • John Deere
  • Komatsu
  • Kuka
  • LoRa
  • Lyft
  • Massey Ferguson
  • Medtronic
  • Michelin
  • Mitsubishi Electric
  • National Instruments
  • New Balance
  • Nike
  • OAK (Tupolev)
  • Optis
  • Oracle
  • Orange Business
  • Pirelli
  • Pivotal
  • PTC
  • Redbird
  • Renault
  • Renfe
  • Rethink Robotics
  • Rockwell Automation
  • Rolls-Royce
  • Safran
  • SAP
  • SCA Timra
  • Schneider Electric
  • Siemens
  • SIGFOX
  • SNCF
  • Tata Consultancy Services
  • TE Connectivity
  • Tech Mahindra
  • Telefónica
  • Telstra
  • Tesis
  • Tesla
  • Tieto
  • T-Mobile
  • Toyota
  • Uber
  • Ubisense
  • UGS
  • VDMA
  • Vistagy
  • VMWare
  • Vodafone
  • Volkswagen
  • Vuzix
  • Withings
  • Yokogawa Electrics
  • ZVEI

Slideshow contents

The digital transformation framework - some examples

Infrastructure

  • Introduction to the 'smart factory'
  • Tons of initiatives in the smart factory
  • Strong focus on analytics for smart factory providers
  • Processes in smart factory

Products & services

  • Innovative products and services
  • The rise of servicisation

Customer relationship

  • Customer relationship - Major impacts

Market analysis

  • Market industry
  • Organisational transformation
  • Impacts of IoT on key different vertical activities
  • Overview of some verticals
  • Energy with Air Liquide
  • Automotive with Airbus
  • Overview of some verticals
  • Aviation with GE
  • Automotive with Tesla
  • Overview of some verticals
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