The ICT Cluster is a Bulgarian organization with 280 member ICT SMEs and universities that aims to increase competitiveness through promoting clusters. Industry 4.0 influences all sectors of the economy. SMEs face challenges implementing smart manufacturing like lack of digital strategies, skills, funding, R&D access, and state support. Most SMEs plan to implement novel technologies and HR management for smart manufacturing in the future. Clusters help SMEs with industrial transformation through mapping needs, matching partners, transferring knowledge, and bridging organizations.

2. SEESMEtransformation toward
Industry 4.0 paradigm and cluster'srole

3. About ICT Cluster
ICT Cluster is a world–class cluster initiative uniting 10 members
(Bulgarian ICT associations and ICT clusters ) including 280 ICT
SME from different segments of the ICT Industry and 6 Bulgarian
technical university.
The mission of organization is to increase the competitiveness of
Bulgarian ICT Industry through promotion and development of world-
class clusters by:
❖ creating value chains that cut across sectors;
❖ enabling digital transformation and industrial modernization;
❖ supporting SMEs internationalization on a global markets;
❖ promoting cooperation across regions, countries and sectors;

4. Industrial Transformation
Industry 4.0 is not just about
factories anymore, it has wider
influence on all sectors of
economy and social life

5. SEE SME Challenges in
digital world
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Lack of digital strategy alongside with limited resources
Lack of knowledge about the standards and poor data protection
Availability of skilled people
Lack of access of funds and financing
Access to R&D infrastructure
Access to expertise, knowledge and partners
Lack or limited state support and policy for industrial modernization

6. What kind of challenges are SMEs facing in implementing Smart
Manufacturing technologies and solutions?
The Smart manufacturing as a topic could be
perceived much better among SMEs in the
Danube region, therefore this area needs to
be promoted and supported by information
campaigns, knowledge transfer, technology
transfer and other supporting actions.
Common regional approach would be added
value in order to minimize the gap between
more and less developed production
oriented SMEs from different countries. The
Smart Specialization Strategies need to be
operationalized efficiently and effectively, in
order to increase investments and
implementation of the Smart manufacturing
technologies and systems.
Yes No
According the survey related to smart manufacturing
following conclusions could be made:

7. What kind of challenges are SMEs facing in implementing
Smart Manufacturing technologies and solutions?
SMEs in the Danube region are facing challenges in implementation of Smart
manufacturing solutions and systems. These most common challenges are
linked with the need for investments and lack of information/knowledge, which
means that the supporting environment shall focus into developing funding
support measures and assuring/transferring information, knowledge best
practices, concrete solutions, etc.

8. What is the current state-of-art and future plans/strategic orientation
for implementation of SMEs in relation to all three areas of
intervention?
The following three areas of intervention are identified as important for
the Smart manufacturing implementation and further development of
production oriented SMEs:
❖ Novel technologies
❖ Production processes
❖ Human Resource Management (HRM)
SMEs in the Danube region have been mostly implementing Smart
manufacturing novel technologies or HR management, while around 40% SMEs
currentlynot implementing any smart manufacturing solutions/methodsrelated
to production processes. SMEs do have plans to become more active in the
future, with data analytics, Next-gen manufacturing systems and smart supply
network being the top three areas ofinterest.
Leanmanufacturing and 6Sigma are considered the most favourite production
process optimisation systems, while employee motivation systems and
knowledge sharing/transfer arethemost selectedHR management system to be
implemented in thefuture.

9. Plans of SMEs for implementation in relation to all three areas of intervention

10. Would SMEs be willing to cooperate, in which areas and
at what levels?
Almost 80% of SMEs are willing to cooperate in the future, predominantly acting
as ‘’receivers’’ of new technologies and systems. They are mostly interested in
the production level (technical view) or company level, education/training level.

11. Cluster role as Industrial
transformation facilitator
Clusters are using several tools to facilitate and support SMEs towards
industrial transformation and digitalization :
▪Mapping ( needs of SMEs, existing knowledge, existing provides,
existing technologies, good practices )
▪Matching ( partners, industries, technologies, SMEs)
▪Transfer ( knowledge, recourses, funds)
▪Using modern technologies ( platforms, events, webinars)
▪Bridging ( responsible authorities, Universities and Research Centers,
SMEs, and Stakeholders )

12. Towards modern cluster policy for
industrial change and growth
European Cluster Forum –held on 22 February 2018
3 pillars towards world class clusters
▪Cluster excellence
▪Support cluster sectorial linkages and EU industrial
value chains
▪Clusters as accelerators for innovations and
industrial change

13. Peter Statev
Chairman of the board ofICT
THANK YOU FOR
YOUR
ATTENTION!