liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Adapting manufacturing strategy to industrial after-sales service operations
Linköping University, Department of Management and Engineering, Production Economics. Linköping University, The Institute of Technology.
2006 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation is initiated from an increased awareness within industry of the importance of services in general and of after-sales services in particular. The scope of this research is to analyse how the specific characteristics of after-sales services affect a company’s manufacturing strategy, which in effect should become an operations strategy not only considering the manufacturing of goods. Considering the after-sales service as a product, consisting of both good and service characteristics, the objective of this dissertation is to develop conceptual models for an improved long-term management of operations where production of both new goods and after-sales services are competing for the same or similar resources. Specifically, the structural decision categories of a manufacturing strategy, process technology, capacity, facilities, and vertical integration, are adapted to include the demands of after-sales service products.

The research result is an extension of the existing manufacturing strategy framework, which is transformed towards a more general operations strategy framework capable of providing managerial guidance for a larger set of products than just pure goods. Tools are developed for analysing what processes would be suitable for the after-sales services, and whether the after-sales processes should be merged with, or separated from, the new goods process. An extended long term service capacity framework is also introduced, looking specifically at the needs of after-sales service operations. Through seven case studies as well as a survey of 45 Italian providers of both manufactured goods and services, the after-sales supply chain is mapped and classified with respect to vertical integration and facilities.

Place, publisher, year, edition, pages
Institutionen för produktionsekonomi, Linköpings universitet , 2006. , 45 p.
Series
Profil : produktionsekonomisk forskning i Linköping, ISSN 0348-1026 ; 24Dissertations from the International Graduate School of Management and Industrial Engineering, ISSN 1402-0793 ; 101
Keyword [en]
Manufacturing strategy, Operations strategy, Service operations
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:liu:diva-7026ISBN: 91-85497-12-6 (print)OAI: oai:DiVA.org:liu-7026DiVA: diva2:22113
Public defence
2006-03-10, C3, C, Campus Valla, Linköpings universitet, Linköping, 13:15 (English)
Opponent
Supervisors
Available from: 2006-09-08 Created: 2006-09-08 Last updated: 2012-08-23
List of papers
1. Industrial service profiling: Matching service offerings and processes
Open this publication in new window or tab >>Industrial service profiling: Matching service offerings and processes
2004 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 89, no 3, 309-320 p.Article in journal (Refereed) Published
Abstract [en]

Firms using industrial goods as a resource in their own operations need support and services to maintain an efficient use of these resources. Education, spare parts and maintenance are just some examples of services required by many industrial customers. These services make up a large part of many industrial companies purchase budget, but, even more importantly, for the supplier these services often make up a substantial proportion of the company's profit. There is also a trend towards the integration of goods and services. However, there is little help available on strategies for the efficient supply or manufacture of such services. An operations strategy should not be limited to supporting just new sales if the after-sales market of industrial services has a large impact on the company's competitive advantage. A complete operations strategy should therefore be linked not only to the marketing strategy, but also to a service strategy of the company. In this paper we take the supplier's view on the task of providing industrial services, i.e. the supply of after-sales services, including tangibles such as spare parts and consumables, related to the maintenance of industrial goods. We focus on the positioning of industrial services relative manufacturing, aiming at an integrated approach for manufacturing and service operations management. We extend the product-profiling concept of Hill to service operations, developing the concept of industrial service profiling, providing a detailed analysis of market and service offering characteristics relative production characteristics. The resulting profile reveals possible mismatches in the existing operations, and can also be used to identify areas in need of corrective actions.

Keyword
Produktionsstrategi
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-22470 (URN)10.1016/S0925-5273(03)00028-8 (DOI)1713 (Local ID)1713 (Archive number)1713 (OAI)
Available from: 2009-10-07 Created: 2009-10-07 Last updated: 2017-12-13
2. Linking product-process matrices for manufacturing and service operations
Open this publication in new window or tab >>Linking product-process matrices for manufacturing and service operations
2006 (English)In: International Journal of Production Economics, ISSN 0925-5273, Vol. 104, no 2, 615-624 p.Article in journal (Refereed) Published
Abstract [en]

Firms using industrial goods as a resource in their own operations need support and services to maintain the efficient use of these resources. The prevailing trend is to integrate goods and services in a product package. We take the supplier's view on the task of providing industrial services, i.e. the supply of after-sales services, including tangibles such as spare parts and consumables, related to industrial goods. We study the relationship between goods manufacturing and industrial services, aiming at an integrated approach for manufacturing and service operations decisions on process choice. In this paper, we specifically explore the linkage between goods manufacturing and service operations product–process matrices. Product, market demand and process characteristics can develop differently for industrial services relative to the manufactured good, wherefore it is important to analyse volume, variety and process issues for both manufacturing and service operations, respectively, in order to create a match between product and process characteristics. We derive a framework for process choice in joint manufacturing and after-sales service operations, and illustrate with an industrial case study.

Keyword
After-sales service; Manufacturing and service operations management; Product–process matrix
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-13879 (URN)10.1016/j.ijpe.2005.12.008 (DOI)
Available from: 2006-09-08 Created: 2006-09-08
3. Long-term capacitymanagement for integrated manufacturing and service operations
Open this publication in new window or tab >>Long-term capacitymanagement for integrated manufacturing and service operations
2006 (English)In: Omega, ISSN 0030-2228, E-ISSN 1541-3764Article in journal (Other academic) Submitted
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-52939 (URN)
Available from: 2010-01-13 Created: 2010-01-13 Last updated: 2017-12-12
4. Configuring the after-sales service supply chain: A multiple case study
Open this publication in new window or tab >>Configuring the after-sales service supply chain: A multiple case study
2007 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579, Vol. 110, no 1-2, 52-69 p.Article in journal (Refereed) Published
Abstract [en]

After-sales service in firms manufacturing and selling durable goods has a strategic relevance in its potential contribution to company profitability, customer retention and product development. This paper addresses the configuration of the after-sales supply chain. Three configuration choices are analysed: The degree of vertical integration, the degree of centralisation, and the decoupling of activities (i.e. how activities are decomposed and separated organisationally). Exploratory case study research was performed over seven companies belonging to durable consumer goods industries. The empirical findings show that configuration choices vary, suggesting that no “one best way” exists. Moreover, many firms develop multiple configurations. Choices are influenced by drivers, including the attractiveness of the after-sales business, the strategic priorities, the characteristics of the physical product and the services offered, and the configuration of the manufacturing and distribution supply chain. The paper discusses how these drivers may lead to consistent configuration choices, and how choices are related.

Keyword
After-sales service, Supply chain configuration, Durable consumer goods, Case study
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-13881 (URN)10.1016/j.ijpe.2007.02.009 (DOI)
Available from: 2006-09-08 Created: 2006-09-08 Last updated: 2017-12-13
5. The after-sales service, aligning supply chain configuration with strategy: evidence from the household appliance industry”
Open this publication in new window or tab >>The after-sales service, aligning supply chain configuration with strategy: evidence from the household appliance industry”
2005 (English)In: 12th European Operations Management Association Conference in Budapest, Hungary, June 2005, 2005Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-13882 (URN)
Available from: 2006-09-08 Created: 2006-09-08 Last updated: 2009-06-01
6. Adapting manufacturing strategy to the increased service content of products
Open this publication in new window or tab >>Adapting manufacturing strategy to the increased service content of products
2006 (English)In: 14th International Working Seminar on Production Economics in Innsbruck, Austria, February, 2006Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:liu:diva-13883 (URN)
Available from: 2006-09-08 Created: 2006-09-08 Last updated: 2009-02-27

Open Access in DiVA

fulltext(497 kB)3201 downloads
File information
File name FULLTEXT01.pdfFile size 497 kBChecksum MD5
83fd9b11c99bb1efc9f640925491fd73d1329a9a3d2b346fefad8e9ff35c8618894a0b53
Type fulltextMimetype application/pdf
cover(601 kB)114 downloads
File information
File name COVER01.pdfFile size 601 kBChecksum MD5
d5fb50df8e94178442c14405f45a9b80a1dd5c7f8b6a8353297c0c9b3c1e852ddc5b0ab8
Type coverMimetype application/pdf

Authority records BETA

Johansson, Pontus

Search in DiVA

By author/editor
Johansson, Pontus
By organisation
Production EconomicsThe Institute of Technology
Production Engineering, Human Work Science and Ergonomics

Search outside of DiVA

GoogleGoogle Scholar
Total: 3201 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

isbn
urn-nbn

Altmetric score

isbn
urn-nbn
Total: 2895 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf