Developing a product–service system through a productisation strategy: a case from the 3PL industry |
| |
Authors: | Andrew Lahy Ai Qiang Li Pauline Found Aris Syntetos Mike Wilson Nicole Ayiomamitou |
| |
Affiliation: | 1. Buckingham Business School, The University of Buckingham, Buckingham, UK;2. Panalpina Centre for Manufacturing and Logistics Research, Cardiff University, Cardiff, UK;3. Panalpina Centre for Manufacturing and Logistics Research, Cardiff University, Cardiff, UK;4. Logistics &5. Operations Management, Cardiff Business School, Cardiff University, Cardiff, UK;6. Logistics Manufacturing Services, Panalpina World Transport Ltd, Basel, Switzerland |
| |
Abstract: | A Product–Service System (PSS) is created by combing a tangible product and an intangible service into one integrated offering. Thus, a PSS can be achieved by a production company adding intangible services to a product using a servitisation strategy or by a service company adding a tangible product to a service by means of a productisation strategy. The focus of this paper is on the latter. Our work demonstrates a significant gap in the literature in this area. To address this, we adapt an existing PSS conceptual framework as a means to identify the driving and restraining forces considered by a service company as it explored the possibility of pursuing a PSS productisation strategy. The conceptual framework is applied in an exploratory case study with a 3PL service provider. Application of the framework reveals new driving and restraining forces not previously discussed in the literature. Furthermore, it allows a preliminary quantification of the driving and restraining forces using a force field analysis approach. Our work contributes towards the expansion of the empirical knowledge base in the area of PSS. |
| |
Keywords: | supply chain management product service systems logistics productisation 3PL |
|
|