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- Herausgeber: John Wiley & Sons
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
5G INNOVATIONS FOR INDUSTRY TRANSFORMATION Authoritative resource providing insight on real-life industrial 5G use cases in driving customer value, productivity, and sustainability ambitions With 5G innovations rapidly expanding to different areas within technology, 5G Innovations for Industry Transformation provides key information on how 5G technology can positively impact digital transformation in the industry sectors, discussing new data-driven business opportunities, including green digital transition, new standards for sustainability, and real-time data-driven services, introducing case studies that cover a variety of industries, from the oil & gas industry to the telecom industry, along with the lessons learned from these case studies, and providing insights into how 5G technology will transform businesses by sharing real-time customer solutions, fair data sharing principles, and ecosystem and change management. The book summarizes novelty aspects in a compact and practical way to benefit users and specialists in the field who want to understand some of the very key aspects of 5G. To aid in reader comprehension, the book contains tables, figures of technical principles and architectural block diagrams, and photographs further explaining key topics. Sample topics covered in 5G Innovations for Industry Transformation include: * 5G SA technology with new capabilities, 5G private networks, and how smart, connected products are transforming competition * Implications of 5G applied to your particular business and/or industry, and how to scale up and industrialize based on these implications * How to lead the charge in relation to optimizing business practices based on the advent of 5G, and details on navigating the platform economy * How 5G affects data privacy and security, and other integrated capabilities of 5G, such as processes, data, technology, and competencies Based on real-world experiences and high-quality research and presenting practical examples that serve as a useful guiding hand, 5G Innovations for Industry Transformation is an essential resource for change leaders, enterprise architects, and software developers of any industrial enterprise seeking to drive digitalization forward in their value chain and organization.
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Seitenzahl: 466
Veröffentlichungsjahr: 2023
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Table of Contents
Cover
Table of Contents
Series Page
Title Page
Copyright Page
About the Authors
Foreword
Preface
Acknowledgments
Part I: New Data-Driven Business Opportunities with Industrial 5G
1 Digital Disruption of Industries
1.1 Introduction
1.2 Industrial 5G Boosts Digital Transformation
1.3 Toward New Business Models
1.4 Key Drivers of 5G in the Industrial Verticals
References
2 Green Digital Transition: New Standards for Sustainability
2.1 Introduction
2.2 Industrial 5G‐enabled Green Transition
2.3 Benefits of Industrial 5G for Sustainability
2.4 5G Radio Network and Energy Efficiency
References
3 Smart, Connected Products with APIs Transform Industry Ecosystems
3.1 Introduction
3.2 Industry Ecosystems – Driving Digital Transformation
3.3 Industrial 5G – Building a Platform for Industry Ecosystems
3.4 Standard APIs – Enabling Common Digital Platforms
References
4 New Capabilities of 5G SA
4.1 General
4.2 Technical Foundations of the SA Mode
4.3 Vertical Aspects
4.4 Edge and API Development
References
5 Mobile Edge and Real‐Time Data‐Driven Innovations
5.1 Introduction
5.2 Mobile Edge Computing and Industrial 5G
5.3 Data Quality and Cyber Security
References
6 Private Networks
6.1 Introduction
6.2 Standardization
6.3 5G NPN Standard Architectures
6.4 NPN Deployment Models
6.5 Summary
References
Part II: Industry Case Studies
7 Mining Industry: Striving for Autonomous Connected Operations Underground
7.1 Introduction
7.2 Industry Transformation Challenge
7.3 Data‐Driven Use Cases
7.4 Benefits of 5G
7.5 Future Opportunities
References
8 Forest Industry: Improving Productivity in Bioproduct Mill Operations
8.1 Introduction
8.2 Industry Transformation Challenge
8.3 Data‐Driven Use Cases
8.4 Benefits of 5G
8.5 Barriers Hindering Adoption
8.6 Managerial Implications
References
9 Elevator Industry: Optimizing Logistics on Construction Sites with Smart Elevators
9.1 Introduction
9.2 Industry Transformation Challenge
9.3 Data‐Driven Use Case: Construction Site Pilot
9.4 Benefits of 5G
9.5 Future Opportunities
References
10 Telecom Industry: Improving Energy Efficiency for Climate
10.1 Introduction
10.2 Industry Transformation Challenge
10.3 Data‐Driven Use Cases
10.4 Benefits from 5G
10.5 Future Opportunities
10.6 Managerial Implications
References
11 Oil and Gas Industry: Improving Operations with 5G‐Enabled Drones at a Refinery Area
11.1 Introduction
11.2 Industry Transformation Challenge
11.3 Data‐Driven Use Cases
11.4 Benefits of 5G
11.5 Managerial Implications
References
Part III: Transforming for Digital Business
12 Industrialization of the Lessons Learned
12.1 Introduction
12.2 Industrial 5G Solution with New Opportunities
12.3 Alternative Approaches to Industrial 5G
12.4 Barriers to Implementing Industrial 5G
12.5 Conclusions
References
13 5G Private Network Guidelines for Industry Verticals
13.1 Introduction
13.2 Evaluation of the Requirements
13.3 Techno‐economic Optimization Modeling Aspects
13.4 Enterprise/Vertical Requirement Interpretation
13.5 Enterprise and Vertical Requirements Assessment
13.6 Business Model for 5G Private Network
13.7 Example of Modeling
13.8 Summary
References
14 5G‐Driven New Business Development
14.1 Introduction
14.2 Business Opportunity Development and Commercialization to Drive Digital Transformation
14.3 Main Phases of Business Opportunity Development and Commercialization
References
15 Next Steps Toward the Industrial Metaverse and 6G
15.1 Introduction
15.2 Fundamentals of Industrial Metaverse
15.3 6G Outlook
References
Index
End User License Agreement
List of Tables
Chapter 8
Table 8.1 Forest industry use cases for productivity improvement.
Table 8.2 Barriers hindering the adoption of 5G‐based use cases [1].
Chapter 9
Table 9.1 Comparison of data processing architecture alternatives.
Chapter 12
Table 12.1 Summary of industry case studies.
Table 12.2 Alternative approaches to Industrial 5G.
Table 12.3 Main barriers to Industrial 5G.
Chapter 13
Table 13.1 Comparison of selected private network options.
Table 13.2 An example of the requirements assessment criteria of private ne...
List of Illustrations
Chapter 3
Figure 3.1 Categories of 5G ecosystems.
Figure 3.2 Main API types [35].
Chapter 4
Figure 4.1 The 5G deployment options as defined by the 3GPP.
Figure 4.2 Example of the 5G SBA in a roaming scenario.
Figure 4.3 Functional model of CAPIF.
Figure 4.4 The on‐network functional model of SEAL.
Figure 4.5 The Off‐network functional model of SEAL.
Figure 4.6 V2X application layer architecture.
Figure 4.7 Principle of 3GPP edge computing.
Figure 4.8 3GPP architecture for enabling edge applications.
Figure 4.9 The overall process of setting up a GST and NEST [12].
Figure 4.10 The interfaces in the federated OP, inferred from published info...
Figure 4.11 The OP interfaces, inferred from published information [13].
Figure 4.12 Focal area of CAMARA in the API landscape.
Chapter 5
Figure 5.1 Market trends and opportunity drivers.
Figure 5.2 Alternatives ways of running industrial applications.
Chapter 6
Figure 6.1 3GPP/5G‐ACIA NPN variants.
Figure 6.2 The principle of a Standalone NPN.
Figure 6.3 Shared RAN NPN deployment.
Figure 6.4 Deployment for shared RAN with control plane.
Figure 6.5 PLMN‐hosted NPN.
Chapter 7
Figure 7.1 Sandvik AutoMine
®
Concept Underground Drill.
Figure 7.2 Sandvik AutoMine
®
Loader.
Figure 7.3 Test setup [5].
Figure 7.4 Uplink throughput (TCP) for 5G and Wi‐Fi [5].
Figure 7.5 TCP retransmission and CWND [5].
Figure 7.6 Uplink throughput (UDP) between 5G and Wi‐Fi [5].
Figure 7.7 Packet losses for 5G and Wi‐Fi [5].
Figure 7.8 Latency (RTT) between 5G and Wi‐Fi.
Figure 7.9 Jitter between 5G and Wi‐Fi [5].
Chapter 8
Figure 8.1 Service robot Frans at a pulp mill.
Figure 8.2 Transferrable 5G video cameras for site monitoring.
Figure 8.3 “5G machine vision” trial in the wood unloading process.
Chapter 9
Figure 9.1 KONE IoT platform [5].
Figure 9.2 API value chain for Kone Service Info API [5].
Figure 9.3 Worker helmets tagged with RFID tags.
Figure 9.4 Simplified system architecture and data flow of the solution.
Figure 9.5 RFID readers collecting data from workers and material location i...
Figure 9.6 KONE SiteFlow with 5G technology.
Figure 9.7 SiteFlow video analytics.
Chapter 10
Figure 10.1 4G versus 5G energy efficiency [9].
Figure 10.2 On‐premises server versus edge server architecture [9].
Chapter 11
Figure 11.1 The technical setup for 5G drones at the Porvoo refinery.
Figure 11.2 Imaginary situation on how gas leak can be visualized with therm...
Figure 11.3 Complementary 5G and drone technologies [4].
Chapter 12
Figure 12.1 Technology Infrastructure for Industrial 5G.
Figure 12.2 Prioritization of the main barriers to Industrial 5G.
Chapter 13
Figure 13.1 The process for forming a network slice instance as per the GSMA...
Figure 13.2 Selection of the most adequate NPN deployment model for further ...
Figure 13.3 Example of the modeling, considering OPEX and CAPEX of enterpris...
Chapter 15
Figure 15.1 Mobile generations’ market share, inferred from published inform...
Guide
Cover Page
Table of Contents
Series Page
Title Page
Copyright Page
About the Authors
Foreword
Preface
Acknowledgments
Begin Reading
Index
WILEY END USER LICENSE AGREEMENT
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IEEE Press445 Hoes LanePiscataway, NJ 08854
IEEE Press Editorial BoardSarah Spurgeon, Editor-in-Chief
Jón Atli BenediktssonAnjan BoseJames Duncan Amin Moeness Desineni Subbaram Naidu
Behzad RazaviJim LykeHai Li Brian Johnson
Jeffrey ReedDiomidis SpinellisAdam Drobot Tom Robertazzi Ahmet Murat Tekalp
5G Innovations for Industry Transformation
Data‐Driven Use Cases
Jari Collin
Adjunct Professor at Aalto University and CTO at Telia Finland
Jarkko Pellikka
Program Director, Mobile Networks, Nokia
Jyrki T. J. Penttinen
Technical Director
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About the Authors
Prof. Jari Collin is an adjunct professor of Enterprise Information Systems and Service Networks at Aalto University, Finland. His areas of specialization include industrial internet, digital services, and management of demand‐supply networks. He obtained his M.Sc. degree in Industrial Management from Tampere University of Technology in 1996 and his D.Sc. degree in Industrial Management from Helsinki University of Technology (currently part of Aalto University) in 2003. Professor Collin has published a number of journal articles and conference papers as well as two books on industry digitalization. His current research is centered around the applications of industrial internet and 5G/6G in boosting digital transformation with new data‐driven services.
Dr. Collin has more than 25 years of experience in the telecom and ICT industry. Currently, he works at Telia Finland as Chief Technology Officer (CTO) and heads the company’s Infrastructure unit.
Dr. Jarkko Pellikka is the leader of Nokia’s major R&D initiatives on Industrial 5G and edge computing. He has extensive experience in technology management, innovation ecosystems, and commercialization of innovation. Jarkko Pellikka has worked for several years as senior leader in global multinational companies as well as with startups and SMEs being responsible for leading and developing numerous strategic transformations in multiple industries. His experiences and thoughts have been published in several scientific international journals and books.
Connect with Jarkko on LinkedIn
Dr. Jyrki T.J. Penttinen has worked for mobile network operators and device manufacturers, security and roaming providers, and membership organizations in Finland, Spain, Mexico, and the United States since 1994. He is experienced in research and operational activities covering mobile network design and performance aspects, standardization, services, and product development. Dr. Penttinen is also a published author and instructor of telecommunication technologies.
Foreword
The Nordic countries are consistently ranked among the most digitally advanced in the world, with high rates of internet penetration, smartphone adoption, and digital skills. In the early days of mobile telephony, Nordic nations were among the first to deploy cellular networks and collaborate on the development of common standards, such as the analog Nordic mobile telephone (NMT) system, used from the 1980s to the early 2000s. In the 1980s, they were also involved in the development of the Global System for Mobile communications (GSMs) standard for second‐generation (2G) digital cellular networks, and they continued to play leading roles in the development of more recent cellular standards, such as 3G, 4G, and 5G.
Nordic countries have been able to play a leading role in setting cellular radio technology standards because they have a strong telecommunications industry and a commitment to innovation. They have also been willing to collaborate with other countries to develop standards that are widely adopted. Today, thanks to those principles of innovation and collaboration, 5G cellular network technology is revolutionizing the way people around the world live and work. With its significantly faster speeds, lower latency, and greater bandwidth, 5G is enabling a wide range of new and innovative applications in a variety of industries.
In the new digital economy, connectivity has become a strategic priority that business leaders need to pay attention to. The fifth generation of cellular network technology allows enterprises to collect and analyze previously unthinkable amounts of data, which can be used to improve decision‐making, increase sustainability, and, ultimately, produce better products and services. By giving customers the ability to interact with businesses anytime, anywhere, 5G connectivity leads to a better customer experience. Connectivity helps businesses to collaborate with partners and suppliers more effectively, reach new markets, and develop new products and services, and it helps to improve efficiency by automating processes and enabling collaboration between employes.
In the mining industry, for example, readers of this book will discover that 5G is expected to radically improve opportunities to wirelessly automate operations both underground and on the surface. Compared to 4G, 5G provides superior uplink throughput, which is vital when operating underground. While this uplink throughput can be matched by a well‐customized Wi‐Fi network, 5G also offers superior connection reliability. Increased use of 5G in mining promises to increase safety in what can be a hazardous work environment.
The forestry industry is using 5G to connect and control robots and other machinery in real‐time, enabling more efficient and productive operations. In one promising example, a robot dog called Frans participated in an experiment at a pulp mill where it performed tasks such as measuring the temperatures of various components with its thermal imager. In the near future, robots like Frans, leveraging 5G and edge computing, could perform tasks that are dangerous, repetitive, or require extreme precision.
Elsewhere, elevators might not be the first place you would look for innovation – but 5G standalone technology is being used to enhance the capabilities of a concept elevator that can be installed early on in a construction project and then used to optimize material flows during the construction process. Data from a 360° camera and sensors attached to machines, tools, and workers are collected and wirelessly transferred using 5G standalone technology and a dedicated network slice, ensuring isolated end‐to‐end connection capacity. This data are then analyzed using machine learning and artificial intelligence to optimize the flow of material and workers at the construction site.
One of the biggest challenges facing our own industry, telecoms, is ensuring that the energy consumed by our networks does not increase at the same rate as data flows. So it is helpful that 5G introduces many new energy‐saving features. In the radio access network, which is responsible for around 80% of all electricity consumed by a mobile network, 5G offers higher spectral efficiency and makes it easier to power down equipment when it is not in use.
In the oil and gas industry, energy providers are using drones for video surveillance of pipelines, plants, and infrastructure, to increase both safety and efficiency. Real‐time streaming of high‐definition video from drones, combined with analytics for detection, can help energy providers identify risks and defects, such as a leaking pipe. Whereas a private LTE network could support full HD video streams, a 5G network is required to support simultaneous 4K video and data sensor streams. Other 5G benefits include enhanced data security and reliability, and low latency to support increased density of remote applications and video analytics.
As these use cases demonstrate, industrial 5G is not just solving business challenges, but also contributing to sustainability. The real‐time monitoring and control of industrial processes enabled by 5G is helping to improve energy efficiency and lower greenhouse gas emissions, thereby reducing the overall environmental impact of industrial operations. 5G‐enabled predictive maintenance is helping to reduce downtime by detecting potential issues before they develop into major problems, contributing to improved equipment performance and reduced waste of resources. By supporting the use of real‐time data and information in decision‐making and safety processes, 5G is also improving safety in industrial settings. In addition, 5G enables increased automation of industrial processes, helping to reduce the risk of human error.
Finally, advances in the development of 5G, the Internet of Things, and cloud technologies have accelerated the transition from traditional logistics and supply chain management towards Industry 4.0, in which everything across all industries is connected via a standardized, secure, and reliable wireless communications system. Real‐time tracking and monitoring of products and materials, enabled by 5G, is improving supply chain management, optimizing transportation, and reducing waste.
The potential industrial innovations enabled by 5G are limited only by our imagination. In this book, Jari Collin, Jarkko Pellikka and Jyrki T.J. Penttinen have done a fantastic job of providing a comprehensive overview of the impact that the latest 5G technologies are having on a variety of industries. We trust that it will inspire the next generation of big thinkers in telecom and beyond to stretch the limits of 5G, and future cellular technologies, even further.
Allison Kirkby
Pekka Lundmark
President and CEO
President and CEO
Telia Company
Nokia
Preface
As Alexander Graham Bell said, “Great discoveries and improvements invariably involve the cooperation of many minds.” This has been our main guiding principle since we started in 2021 this common journey with the leading global companies of five selected industry sectors. Based on contemporary cross‐industry experiences, our aim was to identify and empirically test how 5G innovations can boost the ongoing digital transformation. We commonly agreed on a pragmatic approach to first understand specific needs, requirements, and opportunities in each selected industry vertical and then share best practices between the industries. Focus was to help companies to better utilize real‐time data in achieving their high‐standard business objectives on productivity, safety, and sustainability. We conducted multiple case studies to design and test new data‐driven use cases together with the enterprises from mining, elevator, forest, telecommunications, and oil refining industries. We hope that our efforts with the leading companies provide useful insights on how to leverage 5G in industry transformation.
The case studies of the book are based on a co‐creation research project as part of Nokia’s (Veturi) initiative entitled “Unlocking Industrial 5G” that explores how to leverage 5G technology in digital transformation across industries. We attempted to provide a holistic perspective on the topic by describing the main barriers to creating data‐driven services in industrial context. In addition, we wanted to seek practical ways to overcome these challenges by also introducing a set of prerequisites and recommendations based on the empirical evidence on the successful 5G implementation in the ecosystem context. As the case studies indicate, well‐planned and orchestrated ecosystem collaboration is the key to effectively combining the state‐of‐the‐art capabilities from the different organizations to promote actual value capturing. The current and future challenges to digital transformation in the industrial context are very complex and challenges the conventional ways to lead collaboration needed to unlock industrial 5G. Therefore, we attempt to provide practical guidelines and ideas on how to benefit from 5G technology throughout industry‐wide digital transformation. Examples of such opportunities are automated quality and safety control, predictive maintenance with online asset management, real‐time situational awareness, and mobile working vehicles in an industry area. Sharing learnings and best practices between different industry sectors forms an essential part of the book and serves especially decision‐makers across industries as a practical “travel guide” to utilize the multiple new capabilities of 5G technology for digital transformation.
5G provides industrial companies with an open and trusted digital platform to accelerate operational innovations and new business models in the whole industry ecosystem. After decades of relatively incremental evolution of the mobile generations, the new 5G systems provide operators and cooperating parties with totally new means that benefit the whole ecosystem by offering disruptive services and solutions via, e.g. evolved means to expose the network functions and capacity to third‐party service providers that, in turn, can create totally new businesses and revenue sharing models. Also, the new features of 5G are designed to meet the highly varying needs and requirements of verticals. With such fast pace of the technologies, there is not too much information available on the solutions and how ecosystem can apply those in practice. Various new stakeholders have an excellent opportunity to join ecosystem collaboration and cocreate new solutions based on the enablers created by 3GPP and other standards developing organizations.
Finally, we know that this book provides only a modest increase to the existing body of knowledge and many questions have not been answered yet. Therefore, more efforts, studies, and ecosystem collaboration are needed to unlock the full potential of industrial 5G.
September 3, 2023
Jari Collin, Jarkko Pellikka, and Jyrki T.J. Penttinen
Acknowledgments
First and foremost, we want to express our deepest gratitude to the case study companies and their high‐skilled representatives with whom we designed and implemented the data‐driven use cases. These forerunner companies are globally known for their innovative ways of utilizing digitalization and real‐time data in their industry ecosystems to improve customer value, productivity, and/or long‐term sustainability. The companies together, with Nokia, hosted eye‐opening and educational cross‐industry workshops to share best practices.
Without the empiric use cases and shared industry learnings, we would not have sufficient empirical research data on how to leverage 5G technology in digital transformation across different industry ecosystems. Here, the master’s thesis workers of Aalto University played a central role in collecting and analyzing the research data in these company case studies. Their contribution has been essential for our book’s case study part.
The following key people made an important contribution to the case studies, and they all deserve big thanks:
Sandvik is a digital forerunner in the mining industry, and its use cases were striving for autonomous connected operations underground. The benefits of 5G technology compared to existing Wi‐Fi‐based applications were identified and quantified in the case study. The core team consisted of
Miika Kaski
,
Teemu Härkönen
,
Ville Svensberg
,
Jyrki Salmi
, and
Jagdeesh Rajani
(thesis worker).
Metsä Group represents the Finnish forestry industry, and the case study focused on opportunities and barriers of 5G to improve productivity in modern bioproduct mill operations. The team included
Jani Salonen
,
Janne Pekola
,
Jukka Mokkila
, and
Perttu Laiho
(thesis worker).
Kone represents a global elevator technology industry. The study concentrated on buildings construction phase, during which smart elevators can provide the ecosystem with a common digital platform to optimize logistics on construction sites. This innovative team consisted of
Janne Öfversten
,
Mika Kemppainen
,
Tommi Loukas
, and
Ella Koivula
(thesis worker).
Telia Finland represents telecom industry with the case study on how to improve energy efficiency for climate. The comparison of the energy efficiency between 5G versus 4G networks was studied by using network data analysis. The team was composed of
Janne Koistinen
,
Eija Pitkänen
,
Timo Saxen
, and
Roope Lahti
(thesis worker).
Neste represents modern oil refinery industry, and the case study focused on improving operations with 5G‐enabled drones at a refinery area. The team consisted of
Visa Oksa
,
Janne Anttila
,
Jari Manninen
, and
Maarten van der Laars
(thesis worker).
We also want to thank the book’s reviewers and Aalto University’s Prof. Raimo Kantola, Prof. Robin Gustafsson, Dr. Jose Costa Requena, and Dr. Kari Hiekkanen who supported us in forming a professional research agenda and executing the multiple case study research – likewise, many other colleagues at Aalto and Nokia who helped us in the journey. In addition, we are very grateful to Business Finland for funding this co‐creation research project with Aalto University and Nokia Veturi program.
The whole Wiley editing team deserves a special acknowledgment for their professional support throughout the book editing process.
Finally, we like to present our highest appreciation to Allison Kirkby (Telia Company, President and CEO) and Pekka Lundmark (Nokia, President and CEO) for paving the way in industrial 5G and writing the joint foreword for our book!
September 7, 2023
Jari Collin, Jarkko Pellikka, and Jyrki T.J. Penttinen
Part INew Data-Driven Business Opportunities with Industrial 5G
1Digital Disruption of Industries
1.1 Introduction
The digitalization of products and services is increasingly disrupting competition and the existing industry borders [1, 2]. Traditional physical product‐based business models are being challenged by data‐driven digital ecosystems that pursue new ways to increase end‐customer value. Modern digital platforms and the use of real‐time data enable a substantial leap in value – as already witnessed in numerous Internet of Things (IoT) applications for consumers. New IoT‐enabled services extend a value offering from delivering products to using them in the most optimal way. Increased customer value is created with online services at the very moment when a consumer uses a product in that unique situation and environment [3]. As the father of modern management, Peter Drucker [4], aptly pointed out decades ago, “what the customer considers value is not a product itself but utility, that is, what a product does for him/her.”
In the enterprise markets, a lack of common business rules for sharing data between enterprises has hindered a similar development in Industry IoT (IIoT) applications, although business opportunities with data‐driven online services are evident. In addition, data security risks and business continuity requirements in mission‐critical processes can easily become barriers to the extensive use of cross‐company data. However, successful trials and pilots among forerunner enterprises and ecosystems exist with promising results. The industrialization of these lessons requires a common, trusted connectivity and computing platform for managing shared data in real time. The fifth‐generation mobile technology (5G) enables such an open and trusted platform for industrial ecosystems to operate safely together globally. In addition, a close ecosystem‐wide collaboration and willingness to learn from other industry ecosystems are important to make digital transformation happen.
There are industry ecosystems where digitalization is already mature enough to gain industry‐wide tangible benefits. Telecom, banking and insurance, and media businesses are examples of such pioneering industries that have already revolutionized business models in these sectors [5]. The utilization of digitalization is also essential for the competitiveness of companies in these sectors, as the sectors are also subject to international competition and their competitors increasingly benefit from digitalization. However, the productivity benefits of digitalization vary dramatically by sector. The appearance of digitalization in everyday business can look very different in various business and public sectors. International studies confirm the view that these differences are due to the ability of different sectors to utilize digitalization: banking operations are easier to digitalize than a construction site [2]. A report published by the Organization for Economic Co‐operation and Development (OECD) indicates that the information and financing sectors are those that are furthest ahead in overall digitalization [6]. The differences between companies in the same sector can also be extensive [2].
This book is about industry (digital) transformation and data‐driven online services boosted by 5G technology. It is written based on contemporary research findings and practical lessons on how to leverage 5G in industry transformation. The aim is to describe proven data‐driven use cases that utilize industrial 5G in driving customer value, productivity, and/or sustainability in selected industry ecosystems. The research includes five different industry sectors: mining, forest, lift, telecom, and oil and gas industries. The viewpoint is an industrial enterprise that seeks new business opportunities with industrial 5G. Sharing lessons and best practices between different industry sectors is an essential part of the book.
1.2 Industrial 5G Boosts Digital Transformation
1.2.1 Industry 4.0 – The Ongoing Industrial Revolution
We are witnessing the Fourth Industrial Revolution (referred to as Industry 4.0) that offers huge opportunities for multiple industries to improve radically the productivity and sustainability of their global operations. The concept of Industry 4.0 has its roots back to 2011, when it was publicly introduced for the first time at Hannover Messe in Germany. In 2013, Professor Henning Kagermann and his highly rated research team provided the German government with Recommendations for implementing the strategic initiative Industry 4.0 to secure the future competitiveness of the German manufacturing industry [7]. Originally, the concept emerged around smart manufacturing with new real‐time capabilities for vertical integration, horizontal integration, and end‐to‐end digital engineering. The ongoing industrial revolution is based on cyber‐physical systems (CPS) and industry digitalization. It is powered by both established and emerging technologies, including, for instance, IoT, artificial intelligence (AI), advanced data analytics, robotic process automation, robotics, cloud computing, virtual and augmented reality (VR/AR), 3D printing, and drones [8].
Since those days, the concept of Industry 4.0 has been widely studied from numerous perspectives. As our viewpoint in the book represents a forerunner enterprise that plays a significant role in its industry ecosystem to seek new business opportunities and benefits, there are three interesting perspectives to Industry 4.0 implementation: (1) business potential, (2) technology elements, and (3) implementation design principles [9, 10]. The business perspective includes key changes that Industry 4.0 brings to business to improve the value creation of a company in its value chain by adopting digital technologies [11]. At a high level, these changes can increase efficiency and provide a strategic edge over competitors by changing business models, improving customer service, and helping adjust to labor market changes [12–14]. The key elements of Industry 4.0 cover a wide range of technologies. CPS, IoT, Internet of Services (IoS), and smart factories have all been identified as the higher‐level key elements that cover the fundamental technologies [15]. The implementation of Industry 4.0 is guided by a set of key principles that determine the basic idea and mechanisms. Technical assistance, decentralized decisions, interconnection, and information transparency are the main items guiding the implementation [16]. These three perspectives are not independent but closely related to each other [9].
Industry 4.0 is strongly associated with the new generation of industrial automation resulting from digitalization and analytics. At the heart of the thinking is the product's manufacturing technology and factory production, as well as its connection to the Internet. New cyber‐physical solutions connect people, products, and services. The businesses of the future will be part of a global network and form autonomous entities where intelligent machines, production processes, and warehouses will work together in real time to improve product lifecycle and supply chain management.
Industry 4.0 has also been popularized under different names in different parts of the world, e.g. the term IIoT, also referred to as Industrial Internet, is often used in the United States. In this context, IIoT as a term refers to IoT technology used in industrial settings. However, it is not limited to any specific industry sectors, e.g. manufacturing, but covers all segments having industrial operations – from dairies, slaughterhouses, and bakeries to heavy industries, such as steel mills, paper mills, machine shops, mines, and power plants [3]. The IIoT consortium, established in 2014 as a global not‐for‐profit partnership of industry, government, and academia, defines the term as follows: “Industrial Internet is an internet of things, machines, computers, and people enabling intelligent industrial operations using advanced data analytics for transformational business outcomes” [14, 17]. An Industrial Internet solution contains four key characteristics: real‐time data processing, transaction predictability, mobility of operations, and increased automation [3].
1.2.2 Digital Transformation
Digital transformation refers to the economic and societal effects of digitization and digitalization [18]. Digitization is the conversion of analog data and processes into a machine‐readable format. Digitalization is the use of digital technologies and data as well as their interconnection, which results in new or changes to existing activities. Digital transformation is characterized by a fusion of advanced technologies and the integration of physical and digital systems, the predominance of innovative business models and new processes, and the creation of smart products and services [19]. Digital transformation is based on using digital technologies to change the practices, processes, organization, and value creation of an organization, sector, or industry [20].
MIT University in the United States has been studying digital business for over 20 years. Together with Capgemini, researchers have conducted empirical research into how pioneering companies have successfully led a digital transformation program in their organizations [21]. Numerous use cases and best practices exist to explain why organizations need to embrace digital tools to stay competitive, and how to become a “digital master.” Despite digital technologies, digital transformation is much more than an IT upgrade as the focus is on changing the fundamental parts of an organization such as strategy, value creation, and organization to enable new forms of doing business and achieving competitive advantage [3, 5, 22].
Managing digital transformation does not fundamentally differ from a company‐wide change program, and the same leadership and management principles are valid. Top management involvement in defining strategic direction and commitment in execution is essential. The keys to success consist of the following four steps: (1) identify opportunities and renew strategy; (2) brainstorm, make proof‐of‐concept, pilot, and analyze the results; (3) refine strategy and lead change; and (4) avoid pitfalls and create best practices [3].
1.2.3 Industrial 5G
Connectivity is one key enabler that allows these digital technologies to realize their full potential. The new mobile technology 5G enables significant improvements in connectivity but also provides an open, trusted data platform for industrial ecosystems to operate safely together. Historically, industrial revolutions have been characterized by the transformation of physical infrastructure networks [7]. As a means of transmitting data from producers to consumers, 5G definitely has a role to play in ensuring trust between stakeholders. An effective use of 5G networks is a promising opportunity to enhance trust further that can take various forms for the various parties involved in a digital ecosystem as follows:
Individuals or organizations, which are the sources of the data, are concerned whether organizations that process data use the data as authorized.
An organization that processes the data are concerned about data provenance.
Individuals care that data are used only for purposes that have been clearly stated.
Organizations that use data output must rely on the output being correct and unbiased.
Therefore, trust‐intensive data management is expected to be applied from the business perspective in the context of 5G, also creating new opportunities for multiple organizations, including infrastructure providers, connectivity service providers, data service providers, and integrators.
The Fourth Industrial Revolution’s potential can be realized through the wide‐scale planning and deployment of 5G communication networks in order to realize the following benefits of 5G capabilities [23–26]: high‐speed broadband, ultrareliable low‐latency communication (URLLC), massive machine‐type communications, high reliability/availability, and efficient energy usage. Today, many companies are deepening the integration between industrial automation systems and enterprise applications to improve efficiency further throughout the value chain. Information and communications technology (ICT)/operational technology (OT) convergence, connected factory, connected enterprise, IIoT, Industry 4.0, and smart factories are all concepts that are part of the ongoing evolution of industrial automation. Industrial automation systems have traditionally relied on hierarchical, siloed communications between control and field devices using industrial protocols. Development of proprietary technologies with internet protocol (IP)‐based standards can make industrial automation systems and related devices more interoperable and more consumable for multiple industrial usage [27, 28]. Increased interoperability and communications between devices, systems, services, and people in combination with technologies such as advanced sensors, smart devices, and wireless technologies with machine learning (ML)/AI‐enabled capabilities improve performance, flexibility, and responsiveness throughout the value chain. An increasing number of sensors, tags, miniaturized computers, transmitters, and network technology can, for example, enable unfinished products to send data to machines about what is needed for them to be completed.
In addition, 5G enables new network capabilities that are essential, especially in the industry domain, such as network slicing and edge computing. All these new functionalities are also increasing industry interest in private 5G networks for delivering cellular connectivity for many private network industrial use cases. From this perspective, the term “Industrial 5G” can be defined including the key elements of IIoT as follows: “An entity that combines large number of networked sensors, assets and objects driven by data that are connected using 5G technologies, related wireless communication systems, and edge computing platforms to enable real‐time, very reliable, low‐latency and high‐bandwidth data transmission and communication, associated generic information technologies and optional cloud or edge computing platforms” [also see Refs. 2, 3]. However, the investments in Industry 4.0 solutions and IoT applications have not yet delivered on their promise of increased productivity and competitiveness. A great deal of value is still waiting to be captured in the coming years. It has the potential to transform industries by ensuring the 5G radio network coverage, capacity, and quality needed for new business models and industry applications. According to [2], 5G will contribute to industrial advances in three significant ways by (1) enabling faster and effective inspections through predictive intelligence, (2) improving workplace and worker safety, and (3) enhancing operational effectiveness. 5G also has the potential to impact industry by managing its carbon footprint and improving energy efficiency.
5G drives digitalization of industrial sites across different industrial segments. It has the potential to lift global economies by sparking a huge increase in productivity in a sustainable way. 5G dramatically reduces the energy needed to transfer bits of data. Significant economic and social value can be gained from the widespread deployment of 5G networks. Technological applications, enabled by a set of key functional features, will both facilitate industrial advances, improving productivity and profitability, and enhance city and citizen experiences. To accelerate the adoption of 5G, new ecosystem‐based collaboration, business models, and agile practices among stakeholders will be needed, along with clear methodologies to estimate the social value creation to enhance the business case of 5G. 5G growth opportunity comes with new customer segments for industrial 5G and opportunities for new business models and new 5G‐enabled digital services. In fact, the telecom and network business will change with 5G. New products and business models are needed to transform the macro‐network business, especially into industry‐specific business models with tailored offerings. According to the report published by [29], the global industrial 5G market generated US$12.47 billion in 2020 and is estimated to earn US$140.88 billion by 2030, indicating a cumulative annual growth rate (CAGR) of 27.5% from 2020 to 2030. For example, increase in demand for high‐latency and low‐latency networks among various industries, rise in machine‐to‐machine (M2M) connections across various industries, and demand for next‐generation telecommunication network service among enterprises all drive the growth of the global industrial 5G market. However, the high implementation cost of 5G solutions hinders market growth. On the other hand, the development of smart infrastructure such as 5G‐enabled facilities and adoption of IoT‐based 5G infrastructure across various enterprises present new opportunities in the coming years.
The adoption of wireless solutions in industrial environments is often a gradual process, and an initial deployment typically comprises clusters of wireless devices connected to an existing wired network. Although wired networking solutions are still predominantly used for industrial communications between sensors, controllers, and systems, wireless solutions will be more often used, for example, in areas that are challenging to reach and/or due to safety reasons. Proprietary radio solutions have traditionally been used to support these use cases and are still used in many applications today. However, 5G across industrial domains will create several opportunities to respond to the real needs for bandwidth, latency, or capacity. For example, [11] estimates that annual shipments of wireless devices for industrial automation applications, including both network and automation equipment, reached 4.6 million units worldwide in 2018, accounting for approximately 6% of all new connected nodes [30]. Growing at a compound annual growth rate (CAGR) of 16.3%, annual shipments are expected to reach 9.9 million in 2023. The installed base of wireless devices in industrial automation applications is forecasted to grow from an estimated 21.3 million connections at the end of 2018 to 50.3 million connected devices by 2023.
Therefore, we believe that a significant economic and social value can be gained from the widespread deployment of 5G networks, but it needs decision‐makers to understand what the key drivers are, and how they impact on the value creation and digital transformation across industries and companies. From the management point of view, 5G can deliver a high‐speed, reliable, and secure broadband experience and will be a major technology that accelerates industry digitization and the massive rollout of intelligent IoT, and thus enables improvements to productivity and sustainability through widespread adoption of critical communications services [31].
The key benefits and the fundamentals to drive 5G‐enabled digital transition across industries will be briefly described next.
1.2.4 New Technology Capabilities from 5G
Adaptive tailoring for network hardware, software, platforms, and applications is needed for industrial use cases. For example, enhanced mobile broadband, URLLC, security, massive machine‐type communications, and power efficiency are the key 5G‐related functionalities that drive the wider utilization across the industries [32]. New use cases and digital services enabled by 5G’s ultra reliable low latency communication (URLLC) involving sensor networks and IoT will open new opportunities for communication service providers (CSP) as well as other organizations such as web scalers. For example, 5G‐enabled edge clouds bring control and processing very close to industrial machines in order to help reduce cost, reduce latency, and increase speed, especially for mission‐critical processes. Another key capability is 5G slicing that enables customized quality of service from device to application by creating virtual network instances that guarantee performance requirements for specific industrial applications as well as isolate traffic and resources needed in the different industrial domains. In practice, 5G can be integrated in time‐sensitive networking (TSN) and provide synchronized wireless communication; with URLLC, it can deliver a maximum of 10 ms latency for critical industrial applications [33].
Organizations must prepare their networks for the scale and flexibility that are required to provide highly cost‐effective solutions that support exponential increases in network demand, a wide variety of devices and applications, higher data rates, improved data privacy and security, lower latency, and greater power efficiencies [3]. For example, network slicing capability as part of 5G technology is a key enabler for new 5G‐based services, enabling multiple stakeholders to use digital infrastructure to establish “slices” of their networks through virtualization technology. These slices can be planned and modified to respond to different requirements (on demand) across industry sectors. This will help transform various industries and create new business models for the telecom industry. It will also help to handle the huge variety of 5G services with different requirements, thus raising the networks’ productivity and opening up a new opportunity to innovate their business models to monetize the opportunities [34]. In addition, new functionalities of 5G help industries to respond to their objectives, e.g. through the following: (1) massive multiple‐input and multiple‐output (mMIMO) and beamforming that enable an increase in capacity of the networks; (2) extended frequencies that provide a better mix of 5G coverage and capacity; (3) integrated access and backhaul (IAB) enables, e.g. lower cost and faster high‐density deployments; (4) Sidelink enables device peer‐to‐peer communication high‐density deployments; and (5) URRC enables critical and time‐sensitive applications enabling, e.g. IoT devices to deliver significant amounts of data with a latency of 10–30 ms. In addition, new radio (5G) (NR) positioning will provide increasing levels of positioning accuracy below 1.0 m that can be used for different use cases targeting improved safety and productivity, e.g. through asset tracking in the industrial environment.
1.2.5 Business Model Disruption
The current traditional model of wireless communication cannot provide all the potential benefits for industrial sectors with a myriad of IoT devices to be connected. To respond to the business requirements of these industrial sectors, the on‐demand approach and related tailored private wireless network model have received increasing attention that challenges the current traditional business models [35, 36]. This development will change traditional business models and ecosystem roles as well as create the basis for a new mobile network operator model, i.e. local and/or micro‐operators [36]. These can target specific customers in different industrial verticals with closed 5G networks, serve CSP’s customers in high‐demand areas on behalf of the CSPs as a neutral host with open 5G networks, or mix different types of customers and offerings through various ecosystemic business models [37]. This described digital transformation across industries will drive the creation of a new generation of network infrastructure that will be built with 5G to complement the current macro‐level networks. It has been estimated that this transformation enabled by 5G will foster socioeconomic growth in the fourth industrial revolution with an estimated US$13,200 billion of global economic value reached by 2035 and generate 22.3 million jobs in the 5G global value chain alone [1]. This transformation has accelerated digitalization for local service delivery as well as boosted local and regional businesses into new growth areas, e.g. through new data‐driven digital services. Micro‐operators can provide locally hosted connectivity with the customized digital services [33, 35, 36] if the viable business model can be defined and implemented. To create and capture value for customers in the industrial verticals, the business model must support real‐time interoperability with operations, employees, customers, partners, and suppliers.
5G will also transform the wireless communication ecosystem by introducing, e.g. location‐specific private wireless networks that can be operated by different stakeholders. Also here, the objective of the ecosystem strategies is to enable and engage value‐adding ecosystem partners to develop the new business and related markets together [7, 27]. These new business models enable companies to fully control all data traffic and applications [32]. Private networks are built on demand for specific industry use cases. In practice, they can help companies to plan and build the industry‐specific systems that integrate, for example, manufacturing machines, sensors, field devices, and professionals. All of these will not only respond to the key requirements listed above but also help realize the benefits of wireless broadband, ubiquitous coverage, and mobility to drive new innovations and business models and overall speed up the adoption of the IoT. Industry 4.0 has already brought about various data platforms and related services to the industrial context [35]. Fifth‐generation mobile technology and its promises of improvements in supporting critical and massive M2M communications may mean major productivity and sustainability‐related enhancements. In vertical industrial contexts, the role of local and private 5G networks has emerged as an increasingly important topic [35]. Business models describe the rationale of how organizations create, deliver, and capture value with data. The traditional business models are changing since many anticipate that some of the most interesting and important applications for 5G will be in the vertical industrial sectors and other private‐network applications [32].
1.3 Toward New Business Models
5G technologies are expected to transform future wireless networks in five areas: (1) densification and extreme capacity through millimeter‐wave small cells in the access network; (2) localization through the distribution of radio and core functions, content, and services on edge networks to pool gains, and to achieve low latency, high reliability, security, and privacy; (3) decomposition of network functions utilizing interconnected distributed data centers and cloud infrastructure to increase flexibility and scalability; (4) softwarization of the network with advances in analytics and machine learning to enable a high level of automatization in management and orchestration; and (5) network virtualization, particularly network slicing, utilizing the above capabilities to enable various new as‐a‐service business models [38, 39]. For these kinds of highly localized and heterogeneous environments where security, privacy, and vertical‐specific and user‐specific requirements play an important role, private local 5G networks [40] can be one alternative.
In this chapter, the term “business model” refers to the logic behind the selected approach in order to create and capture the value of the selected customer segments through a commercialization process [41]. According to [24], elements of the business model are:
Customer value proposition (CVP): the methods used to help customers solve an essential business‐related challenge or to deliver value to their business.
Profit formula
[42]
: the plan describing how the enterprise creates value for itself while providing value for the customer. It may include information on the revenue/monetizing model, cost structure, margin model, and resource velocity.
Key resources: the assets, such as people, technology, products, and equipment, required to deliver the value proposition to the targeted customers.
In addition, in order to create and capture value for the customers in the industrial verticals, the business model must support real‐time interoperability with operations, employees, customers, partners, and suppliers. Therefore, 5G capabilities and 5G‐enabled business models need to provide the following key capabilities [35, 37]:
Purpose‐based reliable connectivity, coverage, and capacity.
Efficiency for all mission‐ and business‐critical communications.
Security and safety.
Low latency, traffic prioritization, and the ability to enable rapid endpoint communications.
Agility to rapidly deploy and monetize new services and/or reduce operations costs.
Interoperability and integration of IoT.
From a standardization point of view, in Release 17, private‐network support is being further extended by introducing support for neutral host models, where the network owner and service provider need not be the same entity. This includes enablers for accessing standalone private networks using credentials from third‐party service providers, including public network operators. Furthermore, support for onboarding and provisioning of user equipments (UEs) to access private networks is being introduced [43]. Releases 17 and 18 enhance the capabilities of new radio – unlicensed (NR‐U) through the use of the 60 GHz millimeter wave bands, as well as through new URLLC, IAB, and Sidelink capabilities. It has been seen that NR‐U is particularly beneficial for industries operating a private network when licensed or shared bands are not available or provide insufficient capacity. Based on these new enhancements and emerging business opportunities, the traditional business models are changing because many anticipate that some of the most interesting and important applications for 5G will be in vertical industrial sectors and other private network applications. The Section 1.4 describes some selected examples from the industry's vertical‐specific requirements.
1.4 Key Drivers of 5G in the Industrial Verticals
As the Fourth Industrial Revolution is underway, enterprises across all industries are looking for ways to embrace data‐driven operations, adopt zero‐touch automation, and transform the way people and machines work together. Their goal is to digitalize their operations to make production processes safer, more productive, and more sustainable. Connectivity is the key to achieving this goal, but the wireless networks at most industrial sites were not designed to connect all industrial devices or transform data into practical insight. They also cannot interface with legacy environments and enable mission‐critical processes that demand universal broadband coverage, strong security, 24/7 availability, and deterministic performance.
Digital technologies are transforming global industries and disrupting traditional business models. One key driver of digital transformation is 5G, which will create a basis for new digital services, business models, and ecosystems related to digital transformation across industries [44]. Although the role of 5G‐enabled business models is crucial across industries, research into this essential topic is relatively limited. Therefore, this chapter presents the key requirements and the key drivers of 5G enabling enterprises to reach their business objectives on the multiple industrial verticals. The case studies across industrial domains show that 5G‐driven private wireless networks create a new basis for new, data‐driven business models that disrupt the current models. The results show that rapidly increasing numbers of wireless networks across industries will unlock significant potential for new business models and digital services and drive overall digital transformation across industries. However, next‐generation wireless connectivity technologies are needed to enable further the shift to a digital economy and thus realize the productivity and social benefits that a successful transition promises [45]
