Abstract:Although the last three decades have seen a steady rise in the perceived importance of operations strategy together with its corresponding literature base, one could argue that it has not yet reached its full potential. This paper reviews some of the reasons why this may be. It starts by briefly examining the importance of operations strategy within the broader operations management area and then examines some challenges to the subject under two headings. The first heading concerns whether operations strategy … Show more
“…The drive for these advanced services comes from customers focusing on their core operations and outsourcing other business activities (Gebauer et al, 2010;Slack, 2005). Outsourcing allows the performance of these activities to be benchmarked against external providers' offerings, potentially leading to cost savings and improved service quality (Araujo and Spring, 2006).…”
Section: Motivations For Servitizationmentioning
confidence: 99%
“…Furthermore, sales of services are to some extent counter-cyclical to those of products, helping companies to avoid the peaks and troughs that are often associated with the sale of capital equipment (Gebauer and Fleisch, 2007;Slack, 2005).…”
PurposeTo identify the commonalities and differences in manufacturers' motivations to servitize.
Design/methodology/approachUK study based on interviews with 40 managers in 25 companies in 12 sectors. Using the concept of product complexity, sectors were grouped using the Complex Products and Systems (CoPS) typology: non-complex products, complex products, and systems.
FindingsMotivations to servitize were categorised as competitive, demand-based (i.e., derived from the
“…The drive for these advanced services comes from customers focusing on their core operations and outsourcing other business activities (Gebauer et al, 2010;Slack, 2005). Outsourcing allows the performance of these activities to be benchmarked against external providers' offerings, potentially leading to cost savings and improved service quality (Araujo and Spring, 2006).…”
Section: Motivations For Servitizationmentioning
confidence: 99%
“…Furthermore, sales of services are to some extent counter-cyclical to those of products, helping companies to avoid the peaks and troughs that are often associated with the sale of capital equipment (Gebauer and Fleisch, 2007;Slack, 2005).…”
PurposeTo identify the commonalities and differences in manufacturers' motivations to servitize.
Design/methodology/approachUK study based on interviews with 40 managers in 25 companies in 12 sectors. Using the concept of product complexity, sectors were grouped using the Complex Products and Systems (CoPS) typology: non-complex products, complex products, and systems.
FindingsMotivations to servitize were categorised as competitive, demand-based (i.e., derived from the
“…: Bowen et al, 1989;Silvestro, 1992;Collier and Meyer, 1998;and Oliver and Kallenberg, 2003). Authors such as Vandermerve and Rada (1988); Galbraith (2002); Brax (2005); Slack (2005); Martinez et al, (2010) and Maull et al, (2013) explore motives, processes, ideas and challenges around changes to business unit structure supporting servitization. In complement, Wise and Baumgartner (1999); Mathieu (2001); Malleret (2006) and Baines et al, (2009b) all describe benefits companies have realised from following a servitization strategy.…”
This paper explores and rationalises the process of servitization adoption across manufacturing firms. A Delphi research methodology has been applied to capture evidence and opinion from 33 senior executives, in 28 different sized organisations, from a cross section of British industry. The findings focus on five areas: (1) servitization and advanced services, (2) transformation: stimulus, drivers and organisational change, (3) impact on the customer and manufacturer, (4) enablers and inhibitors and (5) potential for business and the economy. Six findings are presented and collectively these contribute to our understanding of the broader change management processes that transform manufacturers to compete through advanced services.
“…Em Minas Gerais, o governo estadual tem como plataforma política o "Choque de Gestão" (MINAS GERAIS, 2004), cujas bases preconizam novas filosofias gerenciais, que repercutem nos órgãos de segurança pública. Aproveitando-se destas novas abordagens e corroborando-as, Starr (2005) e Slack (2005) propõem que a engenharia de produção amplie o seu escopo para serviços, incluindo os de saúde e segurança públicas, sob pena de ficar restrita a um "gueto": a manufatura.…”
This paper addresses forensic science service, and its main goal is to argue that considering forensic science activities as a service operations process that takes place in an interorganizational network might increase the impartiality of the Criminal Justice system delivered to its main customers. The service in Minas GeraisResumo: O objeto deste artigo é o serviço de perícia criminal e seu principal objetivo é argumentar que o enquadramento das atividades desenvolvidas pela perícia criminal como um processo de operações em serviço que ocorre em uma rede interorganizacional pode incrementar o valor da imparcialidade da Justiça Criminal entregue a seus principais destinatários. Tomando-se o serviço de perícia criminal em Minas Gerais como estudo de caso, analisou-se o valor a partir da perspectiva das consequências para os destinatários e dos recursos utilizados para produzi-las. Como resultado, obteve-se que a utilidade do serviço de perícia criminal é produzir a prova da materialidade do crime e vincular o autor à cena do crime e, assim, contribuir para a elucidação do delito. O valor do serviço foi definido considerando as condições de acesso para todos os envolvidos, principalmente para os segmentos excluídos da sociedade. Avaliou-se também a inclusão social que, no serviço de perícia criminal, traduz-se na investigação de delitos, sem que seja necessário submeter os suspeitos a constrangimentos. Concluiu-se que a perícia criminal é um meio para a realização do valor de imparcialidade da Justiça e as competências dos peritos constituem seu principal recurso. Este artigo permite refletir sobre as dificuldades de aplicar conceitos de gestão de serviços a uma organização pública com diversidade de públicos e com valor fluido e pouco definido, porém importante, como esta.Palavras-chave: Perícia criminal. Valor de serviço público. Gestão de operações de serviços.
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