IEC TR 63283-2:2022

Industrial-process measurement, control and automation - Smart manufacturing - Part 2: Use cases

IEC TR 63283-2:2022(EN) has the goal of analyzing the impact of “Smart Manufacturing” on the daily operation of an industrial facility. It focusses on the perspective of automation and control of the production system, but also on the supporting processes of ordering, supply chain management, design, engineering and commissioning, operational technology, life cycle management, and resource management.
These recommendations are accomplished on the basis of several carefully selected use cases that are familiar to manufacturing industry. Therefore, each use case is described, followed by an analysis of the possible influence of “Smart Manufacturing” and the assessment of the impact on existing and future standardization.

General Information

• Status: Published
• Publication Date: 08-Mar-2022
• ICS: 25.040.40 - Industrial process measurement and control
• Technical Committee: TC 65 - Industrial-process measurement, control and automation
• Drafting Committee: WG 23 - TC 65/WG 23
• Current Stage: PPUB - Publication issued
• Start Date: 09-Mar-2022
• Completion Date: 05-Apr-2022

Relations

• Revised: IEC TS 63283-2:2025 - Industrial-process measurement, control and automation - Smart manufacturing - Part 2: Use cases
• Effective Date: 26-Dec-2025

Overview

IEC TR 63283-2:2022 is a Technical Report from the IEC that analyzes how Smart Manufacturing affects daily operations in industrial facilities. Rather than prescribing technical specs, this report uses a set of carefully selected use cases to examine impacts on automation and control of production systems and on supporting processes such as ordering, supply chain management, design & engineering, commissioning, operational technology (OT), life‑cycle management and resource management. For each use case the report describes the scenario, analyzes the influence of Smart Manufacturing, and assesses implications for existing and future standardization.

Key topics and technical focus

The report is organized around detailed use‑case clusters that reflect practical manufacturing value streams. Major topics covered include:

• Order‑controlled production: individualized products, flexible scheduling, outsourcing, intra‑facility logistics, order engineering
• Adaptable factory: modularization, reconfiguration, migration strategies, adaptable robot cells
• Management of assets: asset administration, digital/virtual representations (digital twins), updates & scalability, condition monitoring, feedback loops, self‑optimization
• Optimization of production execution: operation optimization, in‑operation simulation, machine learning for operations, service workflows, continuous improvement
• Energy efficiency: design for energy efficiency, energy optimization, participation in decentralized energy networks
• Design and engineering: seamless models, simulation in design, virtual commissioning, ML‑assisted optimization, immersive training, co‑creation
• Product and production services: as‑a‑service models, benchmarking, value‑based services
• IT‑infrastructure and software: device configuration, information extraction, rule‑driven apps, engineering tool integration, HMI, cybersecurity setup & management, decision support, additive manufacturing

The TR also includes normative references, a comprehensive glossary of terms and roles, a use‑case template, and annexes with additional scenarios and guidance.

Practical applications and who uses it

IEC TR 63283-2 is a practical guidance resource for:

• Automation and control engineers designing smart production cells and lines
• Plant and operations managers planning digital transformation and flexible production
• Systems integrators and solution architects implementing modular, interoperable systems
• OT/IT teams and cybersecurity specialists aligning infrastructure and security practices
• Design, commissioning and maintenance teams using virtual commissioning, digital twins and condition monitoring
• Standards developers and policymakers assessing gaps and priorities for future standardization

Use the TR to translate Smart Manufacturing concepts into concrete project requirements, evaluate interoperability gaps, prioritize standards adoption, and align cross‑functional stakeholders around use‑case driven implementation.

Related standards (high level)

IEC TR 63283-2 complements other IEC publications on industrial automation, OT/IT convergence and cybersecurity. It is intended as a use‑case driven bridge between operational practice and future standardization activities in Smart Manufacturing.

Standards Content (Sample)

IEC TR 63283-2 ®
Edition 1.0 2022-03
TECHNICAL
REPORT
colour
inside
Industrial-process measurement, control and automation – Smart
manufacturing –
Part 2: Use cases
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IEC TR 63283-2 ®
Edition 1.0 2022-03
TECHNICAL
REPORT
colour
inside
Industrial-process measurement, control and automation – Smart

manufacturing –
Part 2: Use cases
INTERNATIONAL
ELECTROTECHNICAL
COMMISSION
ICS 25.040.40 ISBN 978-2-8322-1085-9

– 2 – IEC TR 63283-2:2022  IEC 2022
CONTENTS
FOREWORD . 7
INTRODUCTION . 9
1 Scope . 11
2 Normative references . 11
3 Terms and definitions . 11
3.1 General . 11
3.2 General terms and definitions . 11
3.3 Business roles . 13
3.4 Human roles . 14
3.5 Technical roles acting as object only . 16
3.6 Technical roles acting as subject or object . 18
4 Abbreviated terms and acronyms . 21
5 Conventions . 22
5.1 General . 22
5.2 Description of use cases . 22
5.3 Selection guidance for elaborated use cases . 23
5.4 Reference frame for use cases . 23
5.5 Clustering of use cases . 24
5.6 Developing additional use cases . 25
6 Use cases . 25
6.1 Use case cluster “Order-controlled production” . 25
6.1.1 Manufacturing of individualized products . 25
6.1.2 Flexible scheduling and resource allocation . 29
6.1.3 Outsourcing of production . 32
6.1.4 Engineering of design for manufacturing and request/order
management . 35
6.1.5 Intra-facility logistics . 38
6.1.6 Decision support for product configuration . 40
6.2 Use case cluster “Adaptable factory” . 42
6.2.1 Modularization of production systems . 42
6.2.2 Reconfiguration of adaptable production systems . 46
6.2.3 Migration to adaptable production systems . 48
6.2.4 Standardization of production technologies . 51
6.2.5 Adaptable robot cells . 54
6.3 Use case cluster “Management of assets” . 57
6.3.1 Administration of assets. 57
6.3.2 Virtual representation of physical assets . 60
6.3.3 Feedback loops . 63
6.3.4 Update and functional scalability of production resources . 66
6.3.5 Condition monitoring of production resources . 68
6.3.6 Self-optimization of production resources . 71
6.4 Use case cluster “Optimization of production execution” . 73
6.4.1 Optimization of operations . 73
6.4.2 Simulation in operation . 76
6.4.3 Optimization of operation through machine learning. 78
6.4.4 Service workflow management for production systems . 81

6.4.5 Successive improvement of production systems . 84
6.5 Use case cluster “Energy efficiency” . 87
6.5.1 Design for energy efficiency . 87
6.5.2 Optimization of energy . 89
6.5.3 Design for participation in decentralized energy networks . 92
6.5.4 Participation in decentralized energy networks . 94
6.6 Use case cluster “Design and engineering” . 96
6.6.1 Seamless models . 96
6.6.2 Simulation in design and engineering . 99
6.6.3 Virtual commissioning of production systems . 103
6.6.4 Optimization in design and engineering through machine learning . 106
6.6.5 Immersive training of production system personnel . 108
6.6.6 Co-creation in design . 111
6.7 Use case cluster “Product and production services” . 114
6.7.1 Value-based services for production resources . 114
6.7.2 Benchmarking of production resources . 118
6.7.3 Production resource as-a-service. 120
6.8 Use case cluster “IT-infrastructure and software” . 123
6.8.1 Device configuration . 123
6.8.2 Information extraction from production systems . 126
6.8.3 Rule-driven software applications . 128
6.8.4 Integration of engineering-tools . 131
6.8.5 Human-machine interface . 134
6.8.6 Cyber security infrastructure and setup . 137
6.8.7 Cyber security management and maintenance . 141
6.8.8 Engineering for cyber security . 144
6.8.9 Support for tactical and strategic decision making . 146
6.8.10 Additive manufacturing . 149
Annex A (informative) Use case template . 153
Annex B (informative) General understanding of use cases . 154
Annex C (informative) Relation to use cases in the draft elaboration . 156
Annex D (informative) Additional draft use cases . 158
D.1 General . 158
D.2 Inter-facility logistics . 158
D.2.1 Objective . 158
D.2.2 Overview . 158
D.2.3 Business context . 159
D.2.4 Technical perspective . 159
D.2.5 Interaction of roles . 159
D.2.6 Expected change and impact . 159
D.2.7 Recommendations for standardization . 159
D.3 Safety setup and management . 160
Bibliography . 161

Figure 1 – Related subjects to Smart Manufacturing . 9
Figure 2 – Overall structure of use cases . 22
Figure 3 – Value added processes within a manufacturing company . 23
Figure 4 – Example for value added processes across different companies . 24

– 4 – IEC TR 63283-2:2022  IEC 2022
Figure 5 – Illustration of the use case cluster . 25
Figure 6 – Business context of “Manufacturing of individualized products” . 26
Figure 7 – Technical perspective of “Manufacturing of individualized products” . 27
Figure 8 – Business context of “Flexible scheduling and resource allocation” . 30
Figure 9 – Technical perspective of “Flexible scheduling and resource allocation” . 30
Figure 10 – Business context of “Outsourcing of production" . 32
Figure 11 – Technical perspective of “Outsourcing of production” . 33
Figure 12 – Business context of “Engineering of design for manufacturing and
request/order management” . 36
Figure 13 – Technical perspective of “Engineering of design for manufacturing and
request/order management” . 36
Figure 14 – Business context of “Intra-facility logistics” . 39
Figure 15 – Technical perspective of “Intra-facility logistics” . 39
Figure 16 – Business context of “Decision support for product configuration” . 41
Figure 17 – Technical perspective of “Decision support for product configuration” . 41
Figure 18 – Business context of “Modularization of production systems” . 43
Figure 19 – Technical perspective of “Modularization of production systems” . 43
Figure 20 – Business context of “Reconfiguration of adaptable production systems” . 47
Figure 21 – Technical perspective of “Reconfiguration of adaptable production
systems” . 47
Figure 22 – Business context of “Migration to adaptable production systems” . 49
Figure 23 – Technical perspective of “Migration to adaptable production systems” . 50
Figure 24 – Business context of “Standardization of production technologies” . 52
Figure 25 – Technical perspective of “Standardization of production technologies” . 52
Figure 26 – Business context of “Adaptable robot cells” . 55
Figure 27 – Technical perspective of “Adaptable robot cells”. 56
Figure 28 – Business context of “Administration of assets” . 58
Figure 29 – Technical perspective of “Administration of assets” . 58
Figure 30 – Business context of “Virtual representation of physical assets” . 61
Figure 31 – Technical perspective of “Virtual representation of physical assets” . 62
Figure 32 – Business context of “Feedback loops” . 64
Figure 33 – Technical perspective of “Feedback loops” . 65
Figure 34 – Business context of “Update and functional scalability of production
resources” . 67
Figure 35 – Technical perspective of “Update and functional scalability of production

resources” . 67
Figure 36 – Business context of “Condition monitoring of production resources” . 69
Figure 37 – Technical perspective of “Condition monitoring of production resources” . 70
Figure 38 – Business context of “Self-optimization of production resources” . 72
Figure 39 – Technical perspective of “Self-optimization of production resources” . 72
Figure 40 – Business context of “Optimization of operations” . 74
Figure 41 – Technical perspective of “Optimization of operations” . 75
Figure 42 – Business context of “Simulation in operation” . 77
Figure 43 – Technical perspective of “Simulation in operation” . 77
Figure 44 – Business context of “Optimization of operation through machine learning” . 79

Figure 45 – Technical perspective of “Optimization of operation through machine
learning” . 80
Figure 46 – Business context of “Service workflow management for production

systems” . 82
Figure 47 – Technical perspective of “Service workflow management for production
systems” . 83
Figure 48 – Business context of “Successive improvement of production systems” . 85
Figure 49 – Technical perspective of “Successive improvement of production systems” . 85
Figure 50 – Business context of “Design for energy efficiency” . 88
Figure 51 – Technical perspective of “Design for energy efficiency” . 88
Figure 52 – Business context of “Optimization of energy” . 90
Figure 53 – Technical perspective of “Optimization of energy” . 91
Figure 54 – Business context of “Design for participation in decentralized energy
networks” . 93
Figure 55 – Technical perspective of “Design for participation in decentralized energy

networks” . 93
Figure 56 – Business context of “Participation in decentralized energy networks” . 95
Figure 57 – Technical perspective of “Participation in decentralized energy networks” . 95
Figure 58 – Business context of “Seamless models” . 97
Figure 59 – Technical perspective of “Seamless models” . 98
Figure 60 – Business context of “Simulation in design and engineering” . 101
Figure 61 – Technical perspective of “Simulation in design and engineering” . 102
Figure 62 – Business context of “Virtual commissioning of production systems” . 104
Figure 63 – Technical perspective of “Virtual commissioning of production systems” . 105
Figure 64 – Business context of “Optimization in design and engineering through
machine learning” . 107
Figure 65 – Technical perspective of “Optimization in design and engineering through
machine learning” . 107
Figure 66 – Business context of “Immersive training of production system personnel” . 109
Figure 67 – Technical perspective of “Immersive training of production system
personnel” . 110
Figure 68 – Business context of “Co-creation in design” . 112
Figure 69 – Technical perspective of “Co-creation in design” . 113
Figure 70 – Business context of “Value-based services for production resources” . 116
Figure 71 – Technical perspective of “Value-based services for production resources” . 116
Figure 72 – Business context of “Benchmarking of production resources” . 119
Figure 73 – Technical perspective of “Benchmarking of production resources” . 119
Figure 74 – Business context of “Production resource as-a-service” . 121
Figure 75 – Technical perspective of “Production resource as-a-service” . 122
Figure 76 – Business context of “Device configuration” . 124
Figure 77 – Technical perspective of “Device configuration”. 124
Figure 78 – Business context of “Information extraction from production systems” . 127
Figure 79 – Technical perspective of “Information extraction from production systems” . 127
Figure 80 – Business context of “Rule-driven software applications” . 130
Figure 81 – Technical perspective of “Rule-driven software applications” . 130
Figure 82 – Business context of “Integration of engineering-tools” . 132

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Figure 83 – Technical perspective of “Integration of engineering-tools” . 133
Figure 84 – Business context of “Human-machine interface” . 136
Figure 85 – Technical perspective of “Human-machine interface” . 136
Figure 86 – Business context of “Cyber security infrastructure and setup” . 138
Figure 87 – Technical perspective of “Cyber security infrastructure and setup” . 139
Figure 88 – Business context of “Cyber security management and maintenance” . 142
Figure 89 – Technical perspective of “Cyber security management and maintenance” . 142
Figure 90 – Business context of “Engineering for cyber security” . 145
Figure 91 – Technical perspective of “Engineering for cyber security” . 145
Figure 92 – Business context of “Support for tactical and strategic decision making” . 147
Figure 93 – Technical perspective of “Support for tactical and strategic decision
making”. 147
Figure 94 – Business context of “Additive manufacturing” . 150
Figure 95 – Technical perspective of “Additive manufacturing” . 151
Figure B.1 – Classification of use cases in terms of IIRA . 155
Figure B.2 – Relation between selected templates for use cases . 155
Figure D.1 – Business context of “Inter-facility logistics” . 159

Table 1 – Abbreviated terms and acronyms . 21
Table C.1 – Use cases in the draft elaboration . 156

INTERNATIONAL ELECTROTECHNICAL COMMISSION
____________
INDUSTRIAL-PROCESS MEASUREMENT, CONTROL
AND AUTOMATION – SMART MANUFACTURING –

Part 2: Use cases
FOREWORD
1) The International Electrotechnical Commission (IEC) is a worldwide organization for standardization comprising
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IEC TR 63283-2 has been prepared by Technical Committee 65: Industrial-process
measurement, control and automation. It is a Technical Report.
The text of this Technical Report is based on the following documents:
Draft Report on voting
65/864/DTR 65/905/RVDTR
Full information on the voting for its approval can be found in the report on voting indicated in
the above table.
The language used for the development of this Technical Report is English.

– 8 – IEC TR 63283-2:2022  IEC 2022
This document was drafted in accordance with ISO/IEC Directives, Part 2, and developed in
accordance with ISO/IEC Directives, Part 1 and ISO/IEC Directives, IEC Supplement, available
at www.iec.ch/members_experts/refdocs. The main document types developed by IEC are
described in greater detail at www.iec.ch/publications.
A list of all parts in the IEC 63283 series, published under the general title Industrial-process
measurement, control and automation – Smart Manufacturing, can be found on the IEC website.
The committee has decided that the contents of this document will remain unchanged until the
stability date indicated on the IEC website under webstore.iec.ch in the data related to the
specific document. At this date, the document will be
• reconfirmed,
• withdrawn,
• replaced by a revised edition, or
• amended.
IMPORTANT – The "colour inside" logo on the cover page of this document indicates that it
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INTRODUCTION
In recent years, one observes that an increasing number of “buzzwords” are in discussion in
the manufacturing area. The scope of the various “buzzwords” is not clearly defined, moreover,
the scope addressed by the “buzzwords” is not congruent but overlapping. Each stakeholder
involved in these discussions has another perspective to the various topics and the discussions
address very different levels of detail and consider different contexts. This is illustrated in
Figure 1.
“Smart Manufacturing is one of the buzzwords that addresses multiple stakeholders. The overall
community is convinced that “Smart Manufacturing” will significantly affect the manufacturing
industries and, therefore, standardization will consolidate the vision of “Smart Manufacturing”
from different manufacturing industries sectors viewpoints. The discussions within
standardization are sufficiently formal or precise in order to later have any claim regarding
compliance to standards. Thus, standardization will consolidate the definitions and
understanding of the “buzzwords” for its own usage.

Figure 1 – Related subjects to Smart Manufacturing
In order to analyze the impact of “Smart Manufacturing” on standardization, the approach
chosen is the collection and evaluation of use cases to obtain a sufficiently representative
description of “Smart Manufacturing”. These use cases are described from the perspective of
the manufacturing value chains. They illustrate what could be conceivable in the future in the
context of “Smart Manufacturing”. Thus, a use case itself is explainable to a manufacturing
company. Experts in standardization will afterwards analyze these use cases to decide whether
• a specific use case provides no (new) input for standardization;
• a specific use case provides needs to maintain existing standards (this can be related to
the content or the application areas);
• a specific use case provides input for additional measures to be elaborated in by
standardization projects.
_____________
A typical employee of a manufacturing company is not familiar with formal methods used to describe use cases
as accurately as possible or even uses different terms, for example plant versus factory versus production system.
Thus an explanation of the use cases is necessary.

– 10 – IEC TR 63283-2:2022  IEC 2022
Based on this approach the use cases will contribute to the following topics:
• Consolidation of the vision “Smart Manufacturing”: The use cases will describe the basic
principles of traditional and future manufacturing value chains and will work out the
additional, new opportunities enabled by digitalization.
• Consolidation of terms and concepts: The use cases will facilitate to come to agreements
on basic terms and concepts. The description of terms and concepts will be in an application
context and not here in a terms and definitions section.
• Justification of a general need for standardization: Based on the use cases, the fundamental
gaps will be identified. It is intended to close the gaps that have not yet been filled up.
Possibly, however, it is effective to first suitably upgrade the installed base based on already
established standards.
• Elaboration of recommendations for standardization on an abstract level: Based on the use
cases, the requirements – and not solution concepts – for standardization will be extracted
to achieve a consensus for maintenance or new development of standards. It is intended to
derive the recommendations from the use cases and ensure backward traceability to the
use cases.
INDUSTRIAL-PROCESS MEASUREMENT, CONTROL
AND AUTOMATION – SMART MANUFACTURING –

Part 2: Use cases
1 Scope
This Technical Report has the goal of analyzing the impact of “Smart Manufacturing” on the
daily operation of an industrial facility. It focusses on the perspective of automation and control
of the production system, but also on the supporting processes of ordering, supply chain
management, design, engineering and commissioning, operational technology, life cycle
management, and resource management.
These recommendations are accomplished on the basis of several carefully selected use cases
that are familiar to manufacturing industry. Therefore, each use case is described, followed by
an analysis of the possible influence of “Smart Manufacturing” and the assessment of the impact
on existing and future standardization.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
3.1 General
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following
addresses:
• IEC Electropedia: available at https://www.electropedia.org/
• ISO Online browsing platform: available at https://www.iso.org/obp
NOTE In 3.2, all conceptual constituents of uses cases including their context are defined in a way that the
document is self-explanatory. The definitions are fully aligned with IEC TR 63283-1 (65/683/DTR).
From these conceptual constituents the examples introduced in the various use cases are distinguished. These
concrete roles are consolidated in 3.3, 3.4, 3.5 and 3.6 to provide a consistent cross reference of all concrete roles
involved in the individual use cases of this document. For the sake of clarity, a distinction is made between business,
human and technical roles. A technical role can be represented by a subject or an object, where a subject is an entity
doing something, and an object is having something done to it. Thus, subjects have capabilities in the sense of
having the ability to perform actions.
3.2 General terms and definitions
3.2.1
actor
entity that communicates and interacts
Note 1 to entry: These actors can include people, software applications, systems, databases, and even the power
system itself.
[SOURCE: IEC 62559-2: 2015, 3.2]

– 12 – IEC TR 63283-2:2022  IEC 2022
3.2.2
role
set of characteristics that distinguish an entity’s ability to exhibit a set of required behaviours
Note 1 to entry: In this document the entity is an actor.
[SOURCE: ISO 18435-1:2009, 3.22, modified – The word “resource” has been replaced by
“entity” and the note has been added.]
3.2.3
Smart Manufacturing
manufacturing that improves its performance aspects with integrated and intelligent use of
processes and resources in cyber, physical and human spheres to create and deliver products
and services, which also collaborate with other domains within an enterprise’s value chains
Note 1 to entry: Performance aspects include agility, efficiency, safety, security, sustainability or any other
performance indicators identified by the enterprise.
Note 2 to entry: In addition to manufacturing, other enterprise domains can include engineering, logistics,
marketing, procurement, sales or any other domains identified by the enterprise.
Note 3 to entry: In this document also the business context of manufacturing is considered.
3.2.4
standardization
activity of establishing, with regard to actual or potential problems, provisions for common and
repeated use, aimed at the achievement of the optimum degree of order in a given context
Note 1 to entry: In particular, the activity consists of the processes of formulating, issuing and implementing
standards.
Note 2 to entry: Important benefits of standardization are improvement of the suitability of products, processes and
services for their intended purposes, prevention of barriers to trade and facilitation of technological cooperation.
[SOURCE: ISO/IEC Guide 2:2004, 1.1]
3.2.5
system
set of interrelated elements considered in a defined context as a whole and separated from its
environment
Note 1 to entry: Such elements can be both material objects and concepts as well as the results thereof (e.g. forms
of organization, mathematical methods, and programming languages).
Note 2 to entry: The system is considered to be separated from the environment and other external systems by an
imaginary surface, which can cut the links between them and the considered system.
[SOURCE: IEC 61804-2:2018, 3.1.65]
3.2.6
use case
specification of a set of actions performed by a system, which yields an observable result that
is, typically, of value for one or more actors or other stakeholders of the system
[SOURCE: ISO/IEC 19505-2:2012, 16.3.6]

3.3 Business roles
3.3.1
purchaser
legal entity requiring a good or a service in exchange for money or other resources
Note 1 to entry: A purchaser of a physical good can require it by selecting it from a catalog provided by a
manufacturing company or by specifying an individual product order and requesting this specified physical good from
a manufacturing company.
3.3.2
manufacturing company
legal entity being responsible for the design, development and manufacturing of a physical
product in view of its being placed on the market, regardless of whether these operations are
carried out by that legal entity itself or on its behalf
Note 1 to entry: Selling a physical product to a purchaser follows a negotiation procedure: on request of a purchaser
specified by a product order, the manufacturing company prepares an offer. Upon acceptance of the offer by the
purchaser, the manufacturing company delivers the product according to the assured product features.
Note 2 to entry: A product order can be specified by a purchaser and it is in the responsibility of the manufacturing
company to assure the specified features. The purchaser can also select a product from a catalogue provided by a
manufacturing company and it is in the responsibility of the purchaser to select an appropriate product.
Note 3 to entry: A product does not necessarily have to be manufactured individually for the purchaser, it can also
already be in stock and delivered directly to the purchaser.
Note 4 to entry: A manufacturing company can act in the role of a supplier as well as in the role of a purchaser of
another manufacturing company.
Note 5 to entry: Examples in the use cases: production resource supplier, robot supplier, gripper supplier, sensor
supplier, physical asset supplier, device supplier, 3D printer supplier
3.3.3
non-physical asset supplier
legal entity delivering a non-physical product to a purchaser
Note 1 to entry: An example of a non-physical product can be a piece of information.
3.3.4
software application supplier
legal entity delivering a software application to a purchaser
Note 1 to entry: Examples in the use cases: engineering tool supplier, production system engineering tool supplier,
simulation tool provider, virtual reality platform provider, data analysis tool supplier, device management system
supplier, collaboration platform supplier.
3.3.5
broker
legal entity serving as an intermediary between a purchaser and a supplier or a provider
Note 1 to entry: A broker mediates a request from a purchaser to possible suppliers, selects one or more feedbacks
received from suppliers and provides them to the purchaser.
3.3.6
computing and connectivity infrastructure operator
legal entity operating a computing and connectivity infrastructure (“IIoT-platform” operator)
3.3.7
collaboration platform operator
legal entity operating a collaboration platform
3.3.8
decentralized energy network operator
legal entity operating a decentralized energy network

– 14 – IEC TR 63283-2:2022  IEC 2022
3.3.9
service provider
legal entity managing and delivering one or more services to a purchaser
Note 1 to entry: Examples in the use cases: energy provider, value-based services provider, software integration
services provider.
3.3.10
secure identity provider
legal entity operating a secure identity management system providing and verifying secure
identities
3.3.11
standardization body
legal entity developing a standard and having the authority to do this
Note 1 to entry: Standards can be developed consensus based (for example in IEC) as well as by a consortium (for
example of companies).
3.3.12
community
organization of different business stakeholders pursuing a common goal
3.4 Human roles
3.4.1
employee
person acting in a defined role within a company
3.4.2
customer
person specifying the requirements for a product or service to purchase the specified product
from a supplier
Note 1 to entry: The focus is on technical perspective in contrast to a purchaser as a legal entity.
3.4.3
product developer
person developing a product according to the requirements of a specific customer or a market
segment
Note 1 to entry: Examples in the use cases: production resource developer, physical asset developer, architect,
challenge provider
3.4.4
production system architect
person designing a production system or a modification (conversion) of an existing production
system according to given boundary conditions, especially the ability to produce the specified
range of products
Note 1 to entry: Examples in the use cases: mai
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