الفهرس 
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Abstract
The dominant view of IT strategies over the last three decades has been that it is a cohesive-level strategy that must be matched with the market strategy selected by the company. Even within that so-called view of alignment, IT policy was guided by corporate strategy. Over the last few years, the business infrastructure has become digital, with expanded interconnected systems between goods, processes, and services. Digital technologies (viewed as combinations of information, computing, communications, and networking technologies) are radically transforming business strategies, business operations, capabilities, and relationships across many companies spanning various firms and departments. Digital transformation (DT) seems to have become a catchword that stimulates various research disciplines and affects practice, leading to separate research sources. By exploring the use of particular technologies or digital transformation in general, researchers examine the origins, stipulations, and implications of these emerging technologies. Thus, a fragmentation of research is conditioned by the overwhelming span of technologies and their potential application which obstructs a holistic view. It is noticed through a comprehensive analysis of literature that digital transformation is far more than a technical change. This research seeks to represent the conceptual model of manufacturing and service firms in transforming their supply chain and organizational capacities to face Industry 4.0 through innovation process strategies and business model developments in the Egyptian markets. A conceptual structure is applied to explain the interrelations of variables. To validate this framework, empirical study has involved the measuring of main variables, data collection through surveys of Egypt’s manufacturing companies, validity and reliability analyses, structural equation modeling, that supporting seven out of the eight initial hypotheses. The presented framework incorporates digital transformation systems with Supply chain quality management practices, supply chain quality management capabilities, innovation performance, operational performance, and project performance. This thesis illustrates the progress metrics and implementation hampers of a digital business strategy, after elaborating on each of these variables. The results lead to the theoretical growth and improvement of management by putting forward new findings. The findings also shed light on recommendations for managerial practices in Egypt’s manufacturing and services sectors with the potential to boost the efficiency of these companies. It also addresses the implications, limitations, and future research recommendations.