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Industrial service profiling: Matching service offerings and processes
Linköping University, Department of Production Economics.
Linköping University, Department of Production Economics.
2004 (English)In: International Journal of Production Economics, ISSN 0925-5273, 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.

Place, publisher, year, edition, pages
2004. Vol. 89, no 3, 309-320 p.
Keyword [en]
National Category
Engineering and Technology
URN: urn:nbn:se:liu:diva-22470DOI: 10.1016/S0925-5273(03)00028-8Local ID: 1713OAI: diva2:242783
Available from: 2009-10-07 Created: 2009-10-07 Last updated: 2011-01-12
In thesis
1. Adapting manufacturing strategy to industrial after-sales service operations
Open this publication in new window or tab >>Adapting manufacturing strategy to industrial after-sales service operations
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.
Profil : produktionsekonomisk forskning i Linköping, ISSN 0348-1026 ; 24Dissertations from the International Graduate School of Management and Industrial Engineering, ISSN 1402-0793 ; 101
Manufacturing strategy, Operations strategy, Service operations
National Category
Production Engineering, Human Work Science and Ergonomics
urn:nbn:se:liu:diva-7026 (URN)91-85497-12-6 (ISBN)
Public defence
2006-03-10, C3, C, Campus Valla, Linköpings universitet, Linköping, 13:15 (English)
Available from: 2006-09-08 Created: 2006-09-08 Last updated: 2012-08-23

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Johansson, PontusOlhager, Jan
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