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2017 | Buch

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Designing and Managing Industrial Product-Service Systems

verfasst von: Petri Helo, Angappa Gunasekaran, Anna Rymaszewska

Verlag: Springer International Publishing

Buchreihe : SpringerBriefs in Operations Management

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis
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SUCHEN

Über dieses Buch

This book is dedicated to the issues and complexities of industrial services supply chain management. It analyzes how the transition from products to services can be managed, and how supply chains can be adjusted to reflect this new status quo. The book begins with chapters examining product-service systems structures and servitization – the services infusion process. Next, it presents industrial services as marketing and operations strategy. The focus shifts to service delivery, and this chapter discusses how the actual operations take place. This is followed by an examination of the role of technology and how connected assets are utilized by product vendors in value-creation. The book analyzes the transition from ownership to subscriptions in the pricing decisions chapter. Then the value chain effects chapter offers an overview of the mechanisms through which industrial companies are shortening the distance to end-users and aim for a better position in the value chain. Finally the conclusion addresses theoretical and empirical implications in the industrial services supply chain management.

Inhaltsverzeichnis

Frontmatter
Chapter 1. Introduction
Abstract
The service supply chain has become an integral and essential part of supply chain design. The service element of business is becoming increasingly important for companies operating in manufacturing. This trend has led companies to strive toward a greater focus on service aspect of the product offering (Fang et al. 2008).
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 2. Servitization: Service Infusion in Manufacturing
Abstract
Extending a company’s offer beyond manufacturing has become an effective way of increasing profits and staying ahead of competitors. It is difficult to pinpoint the emergence of servitization. Many researchers in the field, such as Vandermerwe and Rada (1989), claim that servitization is occurring on a global scale, and manufacturing organizations are unable to avoid the transition toward extending their offering.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 3. Integrated Product-Service Systems
Abstract
Gummesson (1995) was one of the first researchers to emphasize the fact that customers are not buying products any more but are rather buying offerings that are based on services which create an added value. The services offered need to solve real customer problems in an efficient and cost-effective way. The value creation of the service should be perceived instantly and be transparent to customers for evaluation of the performance. The transition from manufacturer to service provider can be justified not only from the perspective of potential financial benefits.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 4. Strategic Improvements Through Industrial Services
Abstract
Managing supply chains greatly depends on understanding the classification of industrial services, the customer expectation of the industrial services and how this expectation of the customer affects the quality of the services and demands for improvement, and also the flexibility that is demanded in the service relationship.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 5. Improving Marketing and Operations Strategy Through Industrial Services
Abstract
Industrial services can be used to support the marketing and operations strategy of an industrial firm. The possibilities include using the coproduction aspect in customer relationship, transforming the business toward service-dominant logic, using service offering and delivery as part of global expansion strategies, and redesigning the service delivery by analyzing and developing the service supply chain structure.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 6. Service Delivery
Abstract
Service delivery is the operational part of the service and based on the supply chain consisting of processes and actors. Service delivery is designed around service provider, customer, suppliers, and the technology employed.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 7. Managing Service Delivery
Abstract
Managing service delivery process requires a seamless flow from specifications (service-level agreements, SLAs) to operational performance metrics including the aspects of quality and flexibility. Coproduction challenges the delivery process as customer may own and control the physical asset. Managing the installed base and assets which are customer’s or third party’s property is a typical feature of advanced industrial services.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 8. Role of Technology in Servitization
Abstract
The role of technology is increasing in service businesses. Product information and product support are offered typically over the Internet. Connected products are smart and collect data from usage. This data can be transferred into centralized servers and big data type analytics can be performed. Additionally, service-dominant logic can serve as a basis for input-output analysis for measuring technology spillovers in service sectors (Hsieh and Yuan 2015).
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 9. Pricing Decisions: From Ownership to Subscription
Abstract
The Trendwatching (2011) report emphasizes that traditional ownership is often a burden for modern and usually mobile customers. Therefore, fractional ownership that partially relieves customers from responsibility, costs, and commitment is gaining popularity. Such a form of ownership is particularly interesting for consumers who value experience over possessions. Planned spontaneity allows customers to use bulky and otherwise rarely used items. With online access, customers are able to book them in advance and use when needed.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 10. Value Chain Effects
Abstract
Value chains define the position of each actor of the supply chain based on how much value added each partner of the supply chain is delivering.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Chapter 11. Conclusions
Abstract
From the analysis of the literature and industrial cases, it can be concluded that industrial service supply chain management is greatly affected by external and internal factors such as suppliers, employees, customer service management, customer relationship management, and customer feedback. Therefore, it is important to acknowledge that in the case of industrial services, it is not just a product that is being sold. It is also a reputation that plays an important role, and good reputation is built by providing proper services at the right time to the right people.
Petri Helo, Angappa Gunasekaran, Anna Rymaszewska
Backmatter
Metadaten
Titel
Designing and Managing Industrial Product-Service Systems
verfasst von
Petri Helo
Angappa Gunasekaran
Anna Rymaszewska
Copyright-Jahr
2017
Electronic ISBN
978-3-319-40430-1
Print ISBN
978-3-319-40429-5
DOI
https://doi.org/10.1007/978-3-319-40430-1

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