Collaborative Business Scenarios in a Service-Enhanced Products Ecosystem

Abstract

Abstract. Effective support to highly customized and service-enhanced products along their life cycle requires new organizational structures, involving the manufacturers, customers and local suppliers in a process of co-creation and co-innovation. In order to properly develop supporting infrastructures, tools and governance models, it is necessary to first identify representative business scenarios which enable individual requirements to be viewed in relation to one another in the context of the overall use case / target domain. In this context, a set of relevant business scenarios derived from the requirements of the solar energy domain are identified and discussed.

Business-IT Alignment in PSS Value Networks: A Capability-Based Framework

“…But even with this focus we see that research on strategic BIA typically focuses on notions such as a fit between IT planning and business strategic planning [4,10,11]. These concepts are highly abstract, and become even more complex at a network level due to issues such that relationships, a delivery of an integrated offering, information representation, user customized interfaces, dynamically adjusted to assist different actors, and services provision supported on cloud computing [12,13]. To elaborate the notion of BIA, an operationalization is required.…”

A Cloud–Based Approach for Collaborative Networks Supporting Serviced-Enhanced Products

“…Based on numerous business scenarios identified in the GloNet project, focusing on product characteristics, stakeholders' characteristics, organisational structures and collaborative tools needs and shortcomings (as described in Section 2), the following five functionalities [6] have been identified as key for collaborative networks (CN) in service-enhanced products contexts. They are:…”

Negotiation Environment and Protocols for Collaborative Service Design

“…One option is to move from the "traditional enterprise" concept to a new business paradigm where enterprises can strategically access to each other's markets by joining competences and sharing skills and costs, resulting in a new collaboration structure of enterprises. The collaborative network concept is increasingly adopted to support organizations and companies in this change of paradigm, as it can provide agility and survival mechanisms that facilitate companies to survive to market turbulences [1]. Nevertheless, there are some obstacles, for example: how to find or choose the right partners; lack of common or standard formats for basic profile of organizations; how to define and reach agreements for roles and responsibilities of each partner and of course how to predict associated collaboration risks.…”

“…Another important aspect that requires attention is the increasing demand from customers for highly customized products. Therefore, one tendency for manufacturers is to associate business services to the products they offer [1]. From a collaborative perspective, these services are designed and created by multiple stakeholders to meet the individual customer's needs and/or requirements.…”