The search for competitiveness has led organizations to recognize the importance of implementing collaborative methods. In this context, Collaborative Planning, Forecasting, and Replenishment (CPFR) seek to relate customer demands to replenishment needs throughout the supply chain. The literature points to implementation difficulties, such as trust between partners and commitment, and to overcome these difficulties, the digital technologies of Industry 4.0 are emerging as an essential support. This paper aims to research the applicability and contribution of Industry 4.0 digital technologies to the CPFR, considering each stage of the CPFR. A systematic literature review identified an unexplored gap: the use and contribution of Industry 4.0 digital technologies to the functioning of the CPFR. Considering the sequence of the CPFR stages and their dependence on each other, a roadmap can be developed for using Industry 4.0 digital technologies in each stage of the CPFR. It was, therefore, possible to create a roadmap indicating, based on current literature, which Industry 4.0 digital technologies can enhance SCM at each stage of the CPFR. This roadmap has two significant contributions: (i) to guide companies in prioritizing the implementation of these technologies in support of supply chain objectives and (ii) to serve as a basis for further empirical studies, highlighting the development of this roadmap through its application in real situations.

Through an analytical reading of Henry Ford's book "My Life and Work" and the book "The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer," this article presents a compilation of factors that shape thinking and action in solving routine problems in companies. Having compiled the researched principles, techniques, tools, and business practices, the authors provide an adaptation for the present day. Thus, we understand the importance of reflecting on possible ways to solve routine problems such as general waste, product/service quality issues, low efficiency, and disruptions in workflows, as well as concerns about various aspects of organizational routines. These problems hinder companies from achieving their performance objectives, drive customers away, reduce profits, and compromise their image in the market, ultimately losing competitiveness in this highly competitive segment. Based on this context, this research becomes justifiable for generating competitive advantages in companies.