Abstract
Value-added partnerships in the machine and plant construction industry where tasks are shared by the manufacturers of material products and customer service organisations are an established means of reducing costs and increasing efficiency. However, the interruption of the information flow at company borders and the resulting separation of production and services leave room for substantial improvement with regard to added value. We will analyse the value-added chains in the machine and plant construction industry and identify this potential. A strategic approach linking production with service provision will be developed for the realisation of improvement potential. It will be concretised in a concept explained on the basis of a use case and then evaluated empirically.
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