Adapting manufacturing strategy to industrial after-sales service operations

This project began from a higher consciousness within industry of the usefulness of services in general and of after-sales services particularly. The scope of this study is to examine how certain attributes of after-sales services have an effect on a company’s manufacturing strategy, which ultimately should turn into an operations strategy not merely taking into consideration the manufacturing of goods. Thinking about the after-sales service as a product, composed of both good and service characteristics, the aim of this dissertation is to produce conceptual models for an enhanced long-term management of operations where production of both new items and after-sales services are contesting for the same or similar resources. In particular, the structural decision categories of a manufacturing strategy, process technology, capacity, facilities, and vertical integration, are customized to incorporate the requirements of after-sales service products. The study result is an extension of the present manufacturing strategy framework that is altered towards a far more general operations strategy framework perfect for delivering managerial guidance for a bigger group of products than simply pure goods. Tools are made for studying what processes could well be suited to the after-sales services, and if the after-sales processes should be joined with, or separated from, the new goods process.

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2.1 The goods to service continuum
2.2 Manufacturing strategy
2.2.1 Competitive priorities
2.2.2 Decision categories
2.2.3 Process technology
2.2.4 Capacity
2.2.5 Facilities
2.2.6 Vertical integration
2.3 After-sales and service operations management
2.3.1 Content of service operations management
2.3.2 Classifying services and service processes
2.3.3 Industrial after-sales service
3.1 Scope
3.2 Objective
3.3 Method
3.4 Research questions
3.5 Co-author statement
4.1 Paper 1: Industrial service profiling: Matching service offerings and processes
4.2 Paper 2: Linking product-process matrices for
manufacturing and service operations
4.3 Paper 3: Long-term capacity management for integrated
manufacturing and service operations
4.4 Paper 4: Configuration of the after-sales service supply chain – an empirical research
4.5 Paper 5: The after-sales service, aligning supply chain
configuration with strategy – evidence from the household appliance industry
4.6 Paper 6: Adapting manufacturing strategy to the increased service content of products

Source: Linköping University

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