An operations management view of the services and goods offering mix

Abstract

The aim of this paper is to develop and propose a framework, termed here as the Value Package Prism, for assessing the kinds of management processes and flexibility available in providing a range of value packages (services and goods offering mix). It provides an additional perspective to the traditional set of characteristics (intangibility, inseparability, heterogeneity, and perishability) for differentiating services and goods. The proposed framework (stockability, intensity of interaction, simultaneousness of consumption, and ease of performance assessment) may be useful to operations managers in developing, planning, organizing, or controlling the production and delivery of services or goods, offering an applied way to improve operations management by moving away from the extremes of pure services and pure goods to embrace how businesses compete and operate today, by delivering value packages.

Comparing concepts for shop floor control of information-processing services in a job shop setting: a case from the financial services sector

“…First, a service process can only start after a customer order has been received; the service cannot be produced in advance (Corrêa et al 2007). As a consequence, the required resources have to be available exactly at the moment a customer order arrives in order to ensure processing without idle time (Spring and Araujo 2009).…”

“…However, service production is characterised by an integration of customers, that is, they provide input such as information during service production. Thus, customers are a required resource while a service is delivered (Silvestro et al 1992;Corrêa et al 2007). Customer integration leads to huge operational problems, such as unexpected interruptions in the process due to missing customer input (Leyer and Moormann 2012).…”

Cadeia de abastecimento: gestão do estoque pelo distribuidor

“…Além dessa limitação de ordem prática, o fabricante tem responsabilidades e competências primariamente relacionadas à pesquisa, ao desenvolvimento e à fabricação e, em alguns casos, às atividades de promoção dos seus produtos, enquanto ao varejo cabe realizar a cada vez mais importante atividade de prestação de serviços ao consumidor, com o objetivo de conformar um "pacote de valor" diferenciador dos produtos oferecidos, crescentemente comoditizados (CORRÊA et al, 2007). Por outro lado, como a atividade preponderante do distribuidor é prestar serviços de distribuição para a cadeia em que se encontra, esse nó da cadeia nos pareceu ter uma posição privilegiada para exercer a coordenação de fl uxos, tanto materiais como de informação, já que essa coordenação é aparentemente bastante próxima de suas atividades mais centrais.…”

Changes in The Role of Production and Operations Management in the New Economy

“…Here, the traditional methods of product development (that emphasize the development of physical products) should be complemented by methods that are able to deal with "value packages" (Corrêa et al 2007) that include physical goods and also information / knowledge / service components that the new economy technology allows and the new economy markets require. This substantially affects the very way products are developed.…”