2013
DOI: 10.1080/0951192x.2013.814164
|View full text |Cite
|
Sign up to set email alerts
|

A universal enterprise manufacturing services maturity model: a case study in a Chinese company

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
10
0

Year Published

2014
2014
2020
2020

Publication Types

Select...
6
1
1

Relationship

1
7

Authors

Journals

citations
Cited by 15 publications
(10 citation statements)
references
References 23 publications
0
10
0
Order By: Relevance
“…Jin et al (2014), similarly, define a set of NSD success factors and group them into dimensions, namely: strategy management, process formalization, knowledge management and customer involvement. The four-stage product-centric service MM by Li et al (2014) considers four dimensions: sales profit source, service business composition, service process quality and service infrastructure. Neff et al (2014) developed a MM for the heavy equipment manufacturing industry to assess the information systems support to the product service system (PSS).…”
Section: Theoretical Backgroundmentioning
confidence: 99%
See 1 more Smart Citation
“…Jin et al (2014), similarly, define a set of NSD success factors and group them into dimensions, namely: strategy management, process formalization, knowledge management and customer involvement. The four-stage product-centric service MM by Li et al (2014) considers four dimensions: sales profit source, service business composition, service process quality and service infrastructure. Neff et al (2014) developed a MM for the heavy equipment manufacturing industry to assess the information systems support to the product service system (PSS).…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…Servitization often requires developing new activities or redesigning the current ones. Marketing and sales activities, fleet maintenance planning, product retrofit, revamping, disposal and reverse logistic processes (Barquet et al , 2013; Liu et al , 2014) may be (re-)designed. Moreover, companies need the capability to communicate and make tangible the value for the customer of new offerings (Kindström and Kowalkowski, 2009; Reim et al , 2015).…”
Section: The Servitization Maturity Model (Semm)mentioning
confidence: 99%
“…The universal enterprise manufacturing service maturity model is provided to evaluate and level the service development phase which can help in scientific decision-making (Li et al 2014). Definitions, classifications and measurement methods are presented to evaluate the composition's flexibility so that the optimal-selection based on flexibility can be enabled (Guo et al 2012).…”
Section: Related Workmentioning
confidence: 99%
“…Hence manufacturing enterprises can focus on their own core functionality and collaborate with each other to gain more agile, flexible and efficient manufacturing operations (Zupančič, Sluga, and Butala 2012) without impacting their core compatibility (Badr, Peng, and Biennier 2012). Modern manufacturing services have played an increasingly significant role for the development of the manufacturing enterprises (Li et al 2014).…”
Section: Introductionmentioning
confidence: 99%
“…Manufacturing system based on IOT, information sensing technology as the driving force, to promote the development of manufacturing industry, to the direction of globalization and informatization. With the continuous emergence of new manufacturing mode, networked manufacturing [2]- [5], cloud manufacturing [6]- [8], service oriented manufacturing [9]- [11] provide the theoretical and technical support to improve the overall operation and management level of the manufacturing industry.…”
Section: Introductionmentioning
confidence: 99%