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논문 기본 정보
- 자료유형
- 연구보고서
- 저자정보
- 발행연도
- 2018.11
- 수록면
- 1 - 139 (139page)
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The purpose of this report is twofold. First, to view the digitalization of modern manufacturing and then the U.S. business practices adopting digital technologies and policy suggestions regarding the new technologies. Second, to extract and provide policy recommendations that can enable Korea to take advantage of the business and policy experiences founded on digitalization of technologically advanced countries to enhance its competitiveness.
Many nations are intensively competing for manufacturing leadership. Digitalization, broadly encompassing the 4th industrial revolution, has risen to a pivotal element for manufacturing firms to transform how products are designed, used, and serviced, which could lead their competitiveness to a surpassingly higher level. For the Korean manufacturing industry, which has almost used up the factor-oriented growth potential, its competitiveness will become more and more based around the strength of technological prowess. It is the main reason digitalization will acceptably play a game changer role in the industry in coming years.
The business and policy experiences of the U.S., the forerunner in digital technologies, suggests that more should be done to materialize the opportunity of digitalization in the manufacturing industry. The Korean government will need to introduce a comprehensive manufacturing digitalization strategy and make the requisite investments if it wishes to keep pace. Manufacturers, small and medium-sized firms in particular, cannot simply expect to go-it-alone in this environment and will need to benefit from both smart collaborations with suppliers in value chains and public as well as market programs that encourage and incentivize their adoption and uptake of digital and other advanced production strategies and technologies.
A variety of policy recommendations suggested here specific to the Korean manufacturing include: SMEs digitalization support programs, funding to equipment and technology upgrades, public-private partnership for digital manufacturing, cybersecurity, digital manufacturing supply chains, capital access for digital innovation, and digital manufacturing skills/education.
Many nations are intensively competing for manufacturing leadership. Digitalization, broadly encompassing the 4th industrial revolution, has risen to a pivotal element for manufacturing firms to transform how products are designed, used, and serviced, which could lead their competitiveness to a surpassingly higher level. For the Korean manufacturing industry, which has almost used up the factor-oriented growth potential, its competitiveness will become more and more based around the strength of technological prowess. It is the main reason digitalization will acceptably play a game changer role in the industry in coming years.
The business and policy experiences of the U.S., the forerunner in digital technologies, suggests that more should be done to materialize the opportunity of digitalization in the manufacturing industry. The Korean government will need to introduce a comprehensive manufacturing digitalization strategy and make the requisite investments if it wishes to keep pace. Manufacturers, small and medium-sized firms in particular, cannot simply expect to go-it-alone in this environment and will need to benefit from both smart collaborations with suppliers in value chains and public as well as market programs that encourage and incentivize their adoption and uptake of digital and other advanced production strategies and technologies.
A variety of policy recommendations suggested here specific to the Korean manufacturing include: SMEs digitalization support programs, funding to equipment and technology upgrades, public-private partnership for digital manufacturing, cybersecurity, digital manufacturing supply chains, capital access for digital innovation, and digital manufacturing skills/education.
목차
[표지]
[Table of Contents]
List of Tables
List of Figures
[Abstract]
[Ⅰ Introduction]
[Ⅱ The Digitalization of Modern Manufacturing]
(1) Manufacturer Case Studies
(2) Defining Digital Manufacturing Technologies
(3) Productivity and Economic Impacts from the Digitalization of Manufacturing
[Ⅲ U.S. Manufacturers’ Adoption of Digital Manufacturing Technologies]
(1) U.S. Manufacturers Broad Implementations of Smart Manufacturing
(2) U.S. Manufacturers’ Implementation of Discrete Digital Manufacturing Technologies
(3) U.S. Manufacturing Investment
(4) Why Has Progress Been So Slow? － Challenges to the Digitalization of Manufacturing
[Ⅳ How U.S. Public Policy is Supporting Manufacturing Digitalization]
(1) Activities in the U.S.
(2) Policies to Further Advance U.S. Manufacturing Digitalization
[Ⅴ Korea’s Smart Manufacturing Policies andPolicy Recommendations]
(1) Korea’s Smart Manufacturing Policies
(2) Policy Recommendations to Further Advance Korean Manufacturing Digitalization
[Ⅵ Concluding Remarks]
[References]
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