Conceptual Framework for Product Service Systems

Amir Pirayesh,Alessandro Canepa Eugenio,Andoni Laskurain,Lara Gonzalez,María Núñez Ariño,Marco Seregni,Sergio Gusmeroli,Carl Hans,Ingo Westphal,Guy Doumeingts

doi:10.3390/systems6020020

Abstract

To remain competitive in the current market, an enterprise must differentiate itself based on higher value propositions. For this purpose, since improving the product or service performance can reach some limits, one potential solution is to move towards new combinations of products and services. This evolution, called servitization, leads to the generation of Product Service Systems (PSS). Servitization requires not only a clear understanding of enterprise core business, but also a clear vision of the prevailing trends and challenges of PSS development from both the business and technological points of view. In addition, the evolution path should be aligned with the enterprise strategy. This paper first highlights the notion of symbiotic PSS where product systems and service systems, and their stakeholders, interoperate seamlessly based on a win-win approach. Then, it proposes a PSS Conceptual Framework (PSS-CF), which can be applied in the early stages of servitization to increase the understating of PSS dimensions and to facilitate the prioritization of the servitization investments. The framework dimensions were discussed in several iterations, from both the academic and industrial points of view, in the frame of a European research project. Moreover, the applicability of the framework was studied in four different industrial use-cases.

Highlights

Enterprise management is intended “to design, control and improve the business processes to adapt to the changing business environment . . . ” [1]
To verify the applicability of Product Service Systems (PSS)-CF, the framework was studied with four industrial use-cases through questionnaire-based interviews and the firms’ reports
The Relative Importance (RI) and Expected Evolution (EE) of dimensions are globally aligned in the use-cases

Summary

Introduction

Enterprise management is intended “to design, control and improve the business processes to adapt to the changing business environment . . . ” [1]. In terms of the changing business environment, moving from product-centric businesses towards a service economy is a confirmed change and practicable strategy for manufacturers [2]. Such a movement was originally called “servitization of business” [3]. A PSS can be the result of a productization strategy (i.e., service to product) when the enterprise is originally a service provider. Such backward movement is mentioned in [7]. It should be mentioned that productization does not indicate withdrawing from service initiatives, a process referred to as deservitization by [8]

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Conclusion