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Maklumat Artikel Abstrak
Purpose : Penyediaan maklumat ini berfokuskan kepada pengetahuan
Diserah: Hari Bulan Tahun Malaysia dalam mengenali Industri Revolusition 4.0 dalam sektor Supply
Diterima: Hari Bulan Tahun Chain 4.0 yang merangkumi kepelabagaian subdivison dalam sesebuah
Diterbitkan: Hari Bulan Tahun organisasi pengurusan seperti Manufacturing 4.0, Logistic 4.0,
Procurment 4.0, Society 5.0 & lain-lain subdivision.
Kata Kunci
Appoach: Laporan ini menyatakan bahawa pengertahuan Malaysia
Interconnection Industry Revolusion dalam Industry Revolution hanyalah berteraskan pengetahuan AM sahaja
4.0, Subdivision Industry Revoltion 4.0, dan ini membawa kepada kebimbangan pada Malaysia kerana tidak
Lean6Sixma Methodolgy, Tactical, mampu berdaya saing bersama negara asia yang kian pesat berkembang
Practical & Theory. maju di dalam kepelbagaian sektor terutama sekali sektor Supply Chain
4.0 yang merangkumi kepelbagaian subdivisionnya.
Finding: Justeru itu, kajian ini adalah mengenal pasti faktor dan cara
untuk menaiktaraf pengetahuan Malaysia yang lebih meluas berteraskan
kemahiran, teknologi, perkomputeran, pengurus dan lain-lain dalam
meneraju Industri Revolusion 4.0 di Malaysia. Ianya juga memfokuskan
pengetahuan kearah taktikal yang menjadi fokus peningkatan kemahiran
Malaysia daripada pendidikan kearah teknikal & teori sahaja. Kemajuan
ini mampu dilaksanakan sekiranya penerapan pendidikan di Malaysia
mula menaiktaraf kearah pendidikan taktikal dengan mempraktikan
Lean6Sixma ianya dapat memberi impak kepada Malaysia untuk berdaya
saing dengan negara asian lainnya..
Reseach: Malaysia perlu berkembang kearah pendidikan kemahiran
taktikal, Namun pendidikan kemahiran praktikal & teori juga adalah
penting untuk diseimbangkan bersama demi memastikan inteklutual
Malaysia yang terbaik. Industry Revolution 4.0 berteraskan
“Interconnection” dan ini membuktikan setiap kemajuan dunia perlu
berhubung kait bersama dan pengetahuan dalam pendidikan juga perlu
diterapkan untuk berhubung kait bersama dengan melibatkan semua
rangkaian division & subdivision agar Malaysia maju dalam berdaya
saing pada masa hadapan.

© 2024 UTHM Publisher.

This is an open access article under the CC BY-NC-SA 4.0 license.
 J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7 2

1. Introduction

Industry 4.0 is one of the most emergent topics of interest by researchers and practitioners. A wide range
of research and conferences have been conducted to foster more discussion around this subject around the
world (Oztemel and Gursev, 2018). Industry 4.0, also known as the Fourth Industrial Revolution (or 4IR), was
launched in 2011 in Germany during an event called Hannover Fair (Ghobakhloo, 2018). Currently, the topic has
gained global significance as it has become part of the World Economic Forum’s agenda since 2016 (Hofmann
and Rüch, 2017; Lu, 2017). Furthermore, it is being explored and integrated into various countries’ development
agenda such as the USA, France, Japan, Singapore, the UK and China (Liao et al., 2017). The reason for this high
interest is that Industry 4.0 has the potential to transform how value is created and delivered and how
companies compete (PorterandHeppelmann,2014). In academia, a range of studies have recently been
conducted to explore the relationships and impacts of Industry 4.0 on other topical areas such as sustainability
(Kamble et al.,2018).
By following the statement above, Malaysia in progressive improvement in manufacturing and supply
chain businesses but are being left behind in developing Industry Revolution 4.0 by implementation localism
technology and tactical worker are lacking for merging into Asia Industrial Revolution 4.0 Technology and been
used worldwide but lack of adaptation knowledge of skills to scaling into the industry 4.0 make Malaysia left
behind decade expending they technology.
This research begin with the Impact of COVID-19 worldwide pandemic crisis after few years in Asian
countries facing difficulty of critical situation to sustain businesses such as manufacturing, food supply chain,
medical crisis, countries financial crisis and beyond of our mind in the economic issues factor. In this research
we will determine of knowledge understanding the youth and professional of Malaysian citizen on the topic of
Revolution Industry 4.0 in Supply Chain to adapting in new era Supply Chain 4.0 into Malaysia adaptation
beyond general knowledge. The targeted knowledge require out box thinking to adapt in developing country on
base in tactical, practical and theory knowledge are required highly in this research for critical thinking
assessments with survey been shared in youth and professional Malaysian citizen.

2. Impact COVID-19 in Supply Chain Industry

Here introduce the paper, and put a nomenclature if necessary, in a box with the same font size as the rest of the
paper. The paragraphs continue from here and are only separated by headings, subheadings, images and
formulae. The section headings are arranged by numbers, bold and 10.0 pt. Here follows further instructions for
authors.
Organizational ambidexterity that ranges from having the ability to generate an outside the box approach to
problem-solving, innovating the processes and finding creative ways to satisfy customers’ needs. Ambidextrous
companies hold the capabilities to adopt new approaches and drive real and lasting values from them (Partanen
et al., 2020). Focusing on supply chain integration, this study proposes the effect of organizational ambidexterity
on supply chain integration (Birasnav and Bienstock, 2019), particularly customer, supplier and internal
integration in Malaysian services and manufacturing companies to be adaptive to its ever-changing
environment.

2.1 COVID-19 : Impact of Medical Supply Chain

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2.2 COVID-19 : Impact of Food Supply Chain

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 3 J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7

tables), Acknowledgements, References, Appendix. Collate acknowledgements in a separate section at the end of
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3. What is the Industry 4.0

The emergence of Industry 4.0 is often associated with a sleuth of technological breakthroughs, including
artificial intelligence (AI), robotics, the Internet of Things (IoT), quantum computing, nanotechnology and
additive manufacturing. This trend was mirrored in Malaysia and the Ministry of International Trade and
Industry (MITI) announcement of its plan to introduce the country’s inaugural National Industry 4.0 Policy
Framework, to indicate the progressive nature of the document as a roadmap to transform Malaysia’s
manufacturing and services industry. The term Industry4.0 was first coined out in 2011 by the German
Industry–Science Research Alliance (Buhr, 2017). Nowadays, Industry Revolution 4.0 or simply the digital
transformation creates many challenges for manufacturing companies from different points of view. The
Industry 4.0 can be seen as an expansion of ICT horizontally (Lee et al., 2018). In fact, ICT is now used more
extensively across all spheres, including business, government and everyday life. The digitalization of Industry
4.0 helps to connect different entities across the whole supply chain through real time information (Chiarini et
al., 2020).

In sum, the change management processes to reach Industry 4.0 readiness should focus on the following
three areas:
• Man-machine interaction
• Technology (Information and Communication Technology (ICT) and sensors)
• Organization

The phrase “the fourth industrial revolution” is meant to highlight the significance of this transformation
in comparison to the previous industrial revolutions where: the First Industrial second Industrial Revolution of
1870-1914 was characterized by huge economies of scale in manufacturing, i.e. mass production which was
supported by developments around electric power, railways, etc. (Mokyr and Strotz, 1998); and the Third
Industrial Revolution of 1984 is characterized by the growth of electronics and ICT that facilitated automation
(Gray, 1984; Fitzsimmons, 1994). At a high level, Industry 4.0 encompasses of a range of cutting-edge and
disruptive technologies such as cyber physical systems (CPS), internet of things (IoT) and cloud computing
(Bunse et al., 2014). As a result, only nations with the foresight to develop Industry 4.0 initiatives and
capabilities will remain strong in a global competitive market (Kagermann et al., 2013)
Dallasega et al. (2018) investigated to what extent Industry 4.0 concepts can optimize proximity between
actors in the construction supply chain. This revolution not only affects the manufacturing sector, but also
various other fields such as transportation, health, and financial services. Thus, Industry 4.0 has the potential to
change the way we work, interact, and live our daily lives.

3.1 Industry Revolution 4.0

The Industry Revolution 4.0 is marked by the new business model emergence, remodeling of the
production, the consumption, the transportation and the delivery systems. The government, the social front, the
organizations, the education systems, the health and the transport, among others, are remodeling. This digital
transformation results in a paradigm shift in the way people work, communicate, express themselves and live.
The digital transformation results in a modification of the humanity, the ways of thinking and the new ways of
developing and using technologies with a focus on the sustainable development, supporting the natural
environment regeneration and preservation (Schwab, 2016). Industry Revolution specifically means every
things are interconnecting in multiple aspect of digitalizing technology to ensuring businesses, government and
everyday life in all aspect of divisions & subdivisions that can operate interconnecting together in one roof of
industry 4.0 in single handed management operations. The statement being supported by (Singapor Reffernce 3)
At the operational level, continuous flow is one of the key lean elements. The production process must maintain
 J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7 4

the tact time agreed with the customers. Instead of physical entities, Industry 4.0 aims to make the data stream
flow according to the real time. Again, we see that digital technologies such as Big Data Analytics and digital
twins, as well as tools that support the worker such as augmented reality, virtual reality and smart wearables,
will in fact contribute to enhanced lean practices. Therefore, the smartification of products using Radio
Frequency Identification will provide an evolutionary impact of Industry 4.0 in favor of lean principles. In the
theoretical and practical implications to advancement in tactical knowledge skills in daily basis for
implementation industry 4.0.
Despite the numerous benefits provided by the intelligent production processes, the Industry 4.0
technologies also have certain negative effects. They can significantly affect the supply chain sustainability (Bag
et al., 2018) also the global supply chain agility process requires a market leader in the worldwide market to
draw suppliers from the home country and push the local content with policy support for industrial
development (van der Loos et al., 2022). In other hand, Competitors may replicate the business model by
calibrating the opportunity, but the process requires the organization to adapt to the dynamic business model
(Teece, 2018). Relatedly, building on employee skills by supplying and analyzing operational data related to
fostering operator’s competences and know-how emerged as important (Seitz and Nyhuis, 2015). This can be
attributed to a lack of understanding of these technologies’ benefits and economic impact. Therefore, it becomes
increasingly important to focus on proper knowledge management to effectively incorporate Industry 4.0
technologies into supply chains (Sartori et al., 2022). They promote cleaner production practices, removing
waste throughout the supply chain via improved planning, design, operation and management of supply chain
activities (Agrawal et al., 2022). Supply chain management, on the other hand, emphasizes the planning,
regulation and synchronization of operations and actions involved in acquiring raw materials to deliver to the
end customer (Wagner et al., 2003).

3.1.1 Division in Manufacturing 4.0

Division in manufacturing specifically mean in the autonomous industrial manufacturing concept in the
production line in ensuring greatest, fastest & priciest outcome of product/goods in the daily operations with
the combine of application Industry 4.0 included with powered by fundamental technological advances like the
big data analytics, the autonomous robot manufacturers, the simulation, the horizontal and vertical system, the
Internet integration of things, the cybersecurity, the cloud technology, the additive manufacturing and the
augmented reality. The big data analytics are based on large data sets. Several companies use the autonomous
robots to perform the tasks. The 3D product simulations are already used in engineering, and there is the
possibility that in the future, they will be used more extensively in the plant operations. As for the horizontal and
vertical systems, the Industry 4.0 enables the companies, the supply chains, the departments and the resources
to be more cohesive (R€ußmann et al., 2015).

Industry 4.0 aims to create smart factories and supply chains that are highly flexible, adaptable and
responsive to customer needs and market changes. This latter definition will be applied for the purposes of this
study. The implementation of these technologies has also had a positive impact on the external environment,
with reduced energy and water usage, decreased travel and new opportunities for recycling and repurposing
materials. Kache and Seuring (2017) suggest that these gains, along with technological modernization, will lead
to quicker product design and encourage rapid prototyping, improving innovation cycle times. Similarly,
technology adoption drives competition between supply chains, fueling digital developments that are customer-
focused and inevitably both streamlining and enhancing advancements to current processes. Working
environment of manufacturing in supply chains as a result of the introduction of self-regulating utilities that
manage degrease workloads without human intervention.

3.1.2 Division in Supply Chain 4.0

Division of Supply Chain is the coordinating managerial approach in advancement of adapting industry
4.0 applications in digitalizing technologies in the infrascuring supply chain. The traditional supply chain
method are no longer compatible culture in this era of industry revolution 4.0 due to his linier single track
process cant cap with supply & demand nowadays.
The adoption of Industry 4.0 technologies had on their organization’s supply chain agility (assigned the
code “SCA”) in understanding the notion brought about by this theoretical contribution is critical, as it suggests
that companies with a big-picture view and an end-to-end synchronization of their entire value chain covering
both their suppliers and customers have the competitive capabilities to not only fulfill their customers’ current
demands but also innovate for future demands and do so at great speed (agility) and flexibility. "Manavalan and
Jayakrishna (2019) proposed a framework for assessing sustainability in supply chain management from an
Industry 4.0 perspective using five areas, namely, business, technology, sustainable development, collaboration,
 5 J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7

and management strategy. Along with short and long-term strategic approaches, supply chain alignment shows
how firms collaborate by sharing incentives with the stakeholders to achieve the best performance (Feizabadi et
al., 2021). The global supply chain adaptability involves internal manufacturing and external supplier locations
in various countries to facilitate collaboration initiatives (Meixell and Gargeya, 2005; Kobeng and Longoni,
2019).
With the considerable influence of creating the industrial value through the Industry 4.0 evolution, the
supply chains will be transformed into adaptive networks, where the lean and the green supply chain
management will provide opportunities that will make them more competitive and efficient (Duarte and
Machado, 2018). In improvise Supply Chain 4.0, Logistic 4.0 are part of the solution in the Industry Revolution
4.0 that has been suggested by Chandriah and Raghavendra (2019) by proposed an architectural framework to
implement Industry 4.0 in supply chains for the automotive industry, which is composed of a cloud ecosystem
for diagnostics and car maintenance in advance technology for adapting in the logistic parners. More in detail,
Evtodieva et al. (2019) report that intelligent supply chain management consists of the following concepts to
ensure Logistic 4.0 been apply with technologies: predictive analytics for demand forecasting, artificial
intelligence for warehouse management, chatbots in procurement, intelligent transportation systems, location
tracking systems, and cybersecurity systems.

3.1.3 Subdivision in Logistic 4.0

Subdivision of Logistic 4.0 is the sub of the division that being part of the Supply chain 4.0 which is
management organization in operations department to ensure smoothly daily operation to preferment
progressing of integration & preservation goods in day to day.
Define Logistics 4.0 with a variety of characteristics, like, real-time big data analytics (BDA), innovative
manufacturing leading to reduce storage requirements, autonomous robots for optimized inventory control, and
real-time information exchange. Others delineate Logistics 4.0 on general terms such as the transformation from
hardware-oriented logistics to software-oriented logistics (Timm and Lorig, 2015). The statement been
supported by Bhagawati et al. (2019) in his investigated the sustainability of an automotive supply chain with a
focus on Industry 4.0-related performance factors. Thirteen performance factors were identified: the Internet-
of-things (IoT), environment, operational management, supplier management, economic, logistics integration,
cyber-physical systems (CPS), customer response adoption, social, cost management, time management,
strategic sourcing, and service management will be implementation studies that require for excelling in the
Logistic 4.0 to adapting in Supply Chain 4.0 division factor. From a management point of view, they can, based on
the use of the Logistics 4.0 measurement model, determine their current status as well as compare it with best-
in-class companies. Based on these assessments, it is possible to derive and ultimately implement actions for a
holistic implementation of Industry 4.0 in logistics. From a scientific point of view, empirically validated
measurement models for Logistics 4.0 are still missing in the literature (Bag et al., 2020).
Therefore, the players need to prepare various scenarios of logistic issues by enhancing their inventory
capability, which implies a high-cost economy. These results extend the discussion on procurement risk in which
allocating more resources for the inventory in uncertainty is costly (Hong et al., 2018). Logistics in
manufacturing firms consists of planning, implementing, and controlling the flow and storage of goods as well as
services from the point of external origin to the company and from the company to the point of consumption to
fulfill customer requirements (Lummus et al., 2001; Tang and Veelenturf, 2019). In other hand, Logistics 4.0 as a
logistical system enabling individualized customer demand satisfaction without cost increase while getting
support from industry and trade digital technologies is another set of definitional dimensions (Winkelhaus and
Grosse, 2020).

3.1.4 Subdivision in Procument 4.0

Subdivision in Procumbent is role player in supply chain industry by managing all the financials factor of
industry or business identity. This role playing will be the root of the developing industry without the
procument or finance subdivision the business might not sustain in long run. The procument 4.0 adaptation will
be improvise business in developing new technology in the business model to smoothly the reporting system of
operations and managerial factor workload in the daily operations given the better result in audit, license,
accounting and more detailed systematic process.
Luthra et al. (2019) investigated Industry 4.0 drivers to diffuse sustainability in supply chains.
Government supportive policies along with collaboration and transparency among supply chain members were
identified as highly significant drivers of Industry 4.0. The primary objective of procument was financial capital
is to achieve a company’s potential return on investment (ROI) associated with the adoption of new technologies
(Bosman et al., 2020). A company’s access to financial capital, and the perceived ROI, play a significant role in
determining its attitude, behavioral intentions
J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7 6

4. Managerial Methodology used in excelling Industry Revolution 4.0

Considered an emerging and continuously developing theme, the Industry 4.0 is increasingly motivating the
new research study developments. To understand and to improve the new technological revolution, known as
the Industry 4.0 or Industrial Revolution 4.0, one needs to understand the opportunities, the challenges, the gaps
and the issues that can result in a transformation of the humanity (Schwab, 2016).
Recently, companies that know it is not enough to perform well to exist in the market have realized the
necessity of making more sustainable progress (Bagnoli et al., 2022). Companies have to adopt competitive
strategies to protect their current needs to be exemplary not only in their sectors but also in all related sectors
(Kharub et al., 2022). For some companies, with the effect of increasing competition in the globalizing world,
companies need to perform at the highest level to maintain their presence in the market and increase their
competitiveness (Castelo-Branco et al., 2019; Muhammad et al., 2022). In this statement we approach with some
new methodology such as OPEX, means the correct and consistent implementation of some basic methodologies
(Six Sigma, Lean, TQM, TPM, etc.) (Buer et al., 2018) and tools (Kaizen, SMED, DMAIC, Kanban, Visual
Management, etc.) (Ramadan et al., 2022). For leaders, OPEX is defined as correct process practices and good
management of business processes (Dev et al., 2020). OPEX can also be defined as creating the right business
culture (Wahab et al., 2022). OPEX methodologies are very comprehensive and are applied according to the
needs of the process (Found et al., 2018). The OPEX methodologies mentioned in this study are 5S, Six sigma,
lean management, Kaizen, SMED, Kanban, risk management, SWOT analysis etc (Ramadanet al., 2022). However,
knowing only OPEX methodologies in the manufacturing industry is not enough (Luz Tortorella et al., 2022).
OPEX is one of the business strategies, which is more consistently and reliably than the competition, with lower
operational risk, operating costs and increased revenues compared to its competitors (Jengwa and Pellissier,
2022).Within the scope of Industry 4.0 technologies, artificial intelligence, most in particular robotic process
automation,machine learning, Internet of things, cloud computing, big data, data analytics, advanced robotics, 3D
printing and mobile applications are some of the Industry 4.0 technologies that lead the manufacturing industry
(Javaid et al., 2022).
To sum up, the study’s main aim is to determine the critical factors of strategic alignment between multiple
methodologies in implementation for Industry 4.0 technologies for manufacturing, supply chain, logistic
industries and make comparative analyses between management operation methodologies in terms of strategic
alignment for improvise in knowledge of tactical, practical and theory into adapting Industry 4.0 technologies to
ensure Malaysia can be part of leading Industry Revolution.

(a) (b)
Fig. 1 Figure description (a) First picture; (b) Second picture

5. Role of Artificial Intelligence in Supply Chain

Artificial Intelligence atau lebih dikenali sebagai A.I. memainkan peranan penting di dalam dunia logistik dan
supply chain. Penggunaan A.I. dapat mengurangkan kos, masa pengeluaran sesuatu barang, pembungkusan,
penghantaran dan penyimpanan. Dengan penggunaan A.I. ini, dapat mengurangkan berlakunya kerosakkan
bahan. Bukan itu sahaja, Artificial Intelligence memaparkan kemungkinan yang besar dalam bidang membuat
keputusan yang lebih baik daripada manusia ini kerana kebolehannya yang luar biasa. A.I membawa perubahan
yang besar didalam sector supply chain dimana ia memudahkan pengurusan dan perlaksaan. Penggunaan
Warehouse Management System ( WMS ) merupakan satu sistem dimana ia digunakan untuk mencari inventori
dalam unit pengeluaran, pemprosesan dan pembuatan dan mengendalikan pesanan pelanggan. AI juga
membantu dalam proses pengedaran, komunikasi dan kemudahan fasiliti supaya menjadi lebih mudah dan
pantas. Menjadi alat pengumpul data dan akan mencadangkan langkah yang baik bagi melancarkan operasi dan
 7 J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7

meningkatkan keuntungan. Membantu dalam meramalkan permintaan pengguna supaya pelanggan dapat
dilayan dengan berkesan dan juga cekap.

6. Conclusion

In the conclusion of this research of understanding beyond imagination will be implement with high critical
knowledge to be apply such as tactical, practical & theory knowledge need to be emerge together with skills
developing such as engineering, managerial, information and communication technology (ICT), programming
and beyond of the scope require interconnecting method by working together in huge volatile environments of
multiple industry.
Logistics 4.0 for manufacturing enterprises were further validated by using a large-scale survey with practicing
Experts from organizations located in Central Europe, the Northeastern United States of America and Northern
Thailand. Exploratory and confirmatory factor analyses were used to define a measurement model for Logistics
4.0.
The initial items development used a literature review and various focus group interviews. The validation has
been performed by a large-scale survey of experts from Central Europe, the Northeastern United States of
America (US), and Northern Thailand. The paper proposes an empirically validated first- and second-order
measurement model for Logistics 4.0 and thus it contributes to theory by better defining Logistics 4.0

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Data Set
O’Donohue, W. (2017). Content analysis of undergraduate psychology textbooks (ICPSR 21600; Version V1) [Data
set]. Inter-university Consortium for Political and Social Research. [Link]
ICPSR36966.v1

Film or Video
Docter, P., & Del Carmen, R. (Directors). (2015). Inside out [Film]. Walt Disney Pictures; Pixar Animation Studios.

TV Series Episode
Dippold, K. (Writer), & Trim, M. (Director). (2011, April 14). Fancy party (Season 3, Episode 9) [TV series
episode]. In G. Daniels, H. Klein, D. Miner, & M. Schur (Executive Producers), Parks and recreation.
Deedle-Dee Productions; Fremulon; 3 Arts Entertainment; Universal Media Studios.

Webinar
Kamin, H. S., Lee, C. L., & McAdoo, T. L. (2020). Creating references using seventh edition APA Style [Webinar].
American Psychological Association. [Link]

YouTube Video
Above The Noise. (2017, October 18). Can procrastination be a good thing? [Video]. YouTube.
[Link]

Song or Track
Nirvana. (1991). Smells like teen spirit [Song]. On Nevermind. DGC.

Radio Broadcast
Hersher, R. (2020, March 19). Spring starts today all over America, which is weird [Radio broadcast]. NPR.
[Link] america-which-is-weird

Podcast Episode
Santos, L. (Host). (n.d.) Psychopaths and superheroes (No. 1) [Audio podcast episode]. In The happiness lab with
Dr. Laurie Santos. Pushkin Industries. [Link]

Infographic
American Psychological Association. (n.d.). Data sharing [Infographic].
[Link]

PowerPoint From a Classroom Website

Mack, R., & Spake, G. (2018). Citing open source images and formatting references for presentations [PowerPoint
slides]. Canvas@FNU. [Link]

Tweet
Obama, B. [@BarackObama]. (2020, April 7). It’s World Health Day, and we owe a profound debt of gratitude to
all our medical professionals. They’re still giving [Tweet]. Twitter.
[Link]

Open Educational Resource

Fagan, J. (2019, March 25). Nursing clinical brain. OER Commons. Retrieved January 7, 2020, from
[Link]

Webpage
Chandler, N. (2020, April 9). What’s the difference between Sasquatch and Bigfoot? howstuffworks.
[Link]
[Link]

Webpage on a News Website

Machado, J., & Turner, K. (2020, March 7). The future of feminism. Vox.
[Link]

Webpage With a Retrieval Date

J. of TVET and Technology Review Vol. 0 No. 0 (YEAR) p. 1-7 10

Center for Systems Science and Engineering. (2020, May 6). COVID-19 dashboard by the Center for Systems
Science and Engineering (CSSE) at Johns Hopkins University (JHU). Johns Hopkins University & Medicine,
Coronavirus Resource Center. Retrieved May 6, 2020, from [Link]