Abstract
The industry has entered on the Fourth Industrial Revolution, the so-called Industry 4.0, with global markets and strong competition, some traditional manufacturing firms are implementing new maintenance innovations and policies, based on digitalisation and data driven approach, but also based on servitisation. The implementation of these new equipment maintenance business models, could require new organisational approach at different levels. Different sorts of integration are arranged, in vertical with a flat structure of intelligent, flexible and autonomous units working integrated, in horizontal with a strong external and internal supply chain integration, and in transverse, with an integrated approach that link internal and external stakeholders. A new prescriptive maintenance business model for equipment exploiting digitalisation opportunities, including stakeholder relationship is proposed. Different perspectives such as organisational, innovation and sustainability have been adopted to discuss the implications of the proposal. The social value potentially gained as well as the alignment with the SDGs are discussed as well.
Highlights
Business models (BMs) have been described as frameworks by which firms create and captures value, including a unique activity and resource structure and an innovative customer value proposition besides a scheme for capturing value [1,2,3]
This paper presents a value proposition based on prescriptive maintenance as a fundamental part of strategically achieving sustainable organisational objectives, linked to a digital transformation of the business essence, enabled by smart product service ecosystems (SPSE)
As the innovation is the critical dimension promoted by the new perspective of prescriptive maintenance and it affects the whole network of actors, it is suggested to discuss the organisational effects of the transformations being implemented according to the proposed BM, at the organisational design of the actor institutional logic
Summary
Business models (BMs) have been described as frameworks by which firms create and captures value, including a unique activity and resource structure and an innovative customer value proposition besides a scheme for capturing value [1,2,3]. BMs offer a more nuanced view of customer demand, considering the context in which the customer is embedded, the differing needs of different customer groups, and the connection of the resources and capabilities of the firm and its network to satisfying these needs This perspective is gaining momentum because of the adoption of the Industry 4.0 (I4.0) paradigm, with the development of the Internet of Things (IoT) and smart sensing technology [4]. Digitalisation offers an alternative view to the old dichotomy between product and service, allowing to discuss topics in management practice, theory, and demand for new concepts [6,7]. From another point of view digitalisation fosters a product-service continuum, where the combination of product
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