Digital servitization and competence development: A case-study research

Cimini, Chiara; Adrodegari, Federico; Paschou, Theoni; Rondini, Alice; Pezzotta, Giuditta

doi:10.1016/j.cirpj.2020.12.005

Cited by 35 publications

(22 citation statements)

References 75 publications

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“…They proposed a model oriented towards selling a solution instead of selling a product. Based on the strategies used and the capabilities of the products, this model makes it possible to situate a company and establish an action plan according to the company's objective [27].…”

Section: Industry 40mentioning

confidence: 99%

“…Based on the work of Cimini et al [27], it can be observed that the target SME is a firm with an "innovative" servitization strategy that seeks to increase the capacity of its products and jointly offer the related service. The company is trying to implement a "solutionist" strategy by optimizing product capacity and selling a complete solution to a need [21].…”

Section: Predictive Maintenancementioning

confidence: 99%

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Agility and Industry 4.0 Implementation Strategy in a Quebec Manufacturing SME

2022

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The emergence of new information technologies, market globalization, climate change, labor shortages, and changing consumer habits have led to dynamic demand and the need for customized mass production systems. This has forced companies, especially small- and medium-sized enterprises (SME), to rethink their product design, production, and marketing models to remain competitive by increasing their agility in the face of growing and changing demand. It becomes relevant to investigate how to move efficiently towards customized mass production in an Industry 4.0 (I4.0) environment. The objective of this research is to develop a strategy for implementing I4.0 in manufacturing SME, based on lean, agility, and intelligent modular product design. A literature review made it possible to target the following performance measures: reducing inventory, minimizing makespan, and reducing time to consumer (reaction time). A case study was conducted in an SME in the agri-food sector to validate the proposed strategy. Inventory levels were reduced by more than 70% and time was cut by almost 65%.

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Section: Industry 40mentioning

confidence: 99%

Section: Predictive Maintenancementioning

confidence: 99%

Agility and Industry 4.0 Implementation Strategy in a Quebec Manufacturing SME

2022

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“…Frank et al, 2019a;Paiola et al, 2021;Kohtam€ aki et al, 2020;Lexutt, 2020). Moreover, we respond to recent calls for more quantitative studies on Industry 4.0 technologies in relation to servitisation (Kohtam€ aki et al, 2020;Paschou et al, 2020;Paiola et al, 2021), given that the current literature on this topic is mainly qualitative (Lexutt, 2020;Ardolino et al, 2018;Frank et al, 2019a;Paiola et al, 2021;Cimini et al, 2021a). Hence, we contribute to the ongoing debate on the mechanisms through which such technologies translate into superior service value for companies (M€ uller, 2019).…”

Section: Introductionmentioning

confidence: 71%

“…In addition,Paiola et al (2021) reported that Industry 4.0 technologies, particularly IoT, the cloud, artificial intelligence and BDA, can enable a serviceoriented value proposition for the purposes of digital servitisation, although two factors impact the process of value creation and capture: the technological preparedness of the firm and the characteristics of the type of offering. To succeed in digital servitisation, companies need to develop a proper combination of skills(Cimini et al, 2021a) and to manage the interconnections between technology implementation and organisational change(Cimini et al, 2021b). Prior knowledge of technologies allows the company to choose technological solutions that are aligned with the strategy of the firm, a pre-condition for success(Kane et al, 2015;Paiola et al, 2021).…”

mentioning

confidence: 99%

Servitisation and performance in the business-to-business context: the moderating role of Industry 4.0 technologies

Bortoluzzi

Chiarvesio

Romanello

et al. 2022

JMTM

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PurposeThis article aims to contribute to the digital servitisation literature by investigating the interrelations amongst Industry 4.0 technologies, servitisation and the performance of manufacturing small and medium-sized enterprises (SMEs).Design/methodology/approachThe research uses survey data drawn from 200 manufacturing SMEs operating in the metals and machinery sector in Italy.FindingsThe study shows that Industry 4.0 technologies – Internet of Things (IoT), advanced simulation, cloud computing and Big Data Analytics (BDA) – positively moderate the relationship between servitisation and the performance of SMEs.Research limitations/implicationsThe study supports the need for firm managers of manufacturing SMEs to align servitisation and technological investments, suggesting that the synergic deployment of Industry 4.0 technologies supports servitisation performance.Practical implicationsThe study supports the need for firm managers operating in business-to-business contexts to align their technological investments and servitisation strategies, suggesting that the synergic deployment of these Industry 4.0 technologies empower the effectiveness of servitisation strategies in terms of performance achieved.Originality/valueThe study highlights the moderating role played by specific Industry 4.0 technologies in the servitisation–performance relationship, opening avenues for future research exploring the mechanisms that underpin this complex relationship.

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“…First, services are generally provided in a subscription‐based form. A world of subscription economy in which the fundamental points shift from possession to accessing, from ownership to membership, and from product to relationship due to digital technology is expanding (Cimini et al, 2021; Paiola, Schiavone, Grandinetti, & Chen, 2021). Rather than buying something right away at a considerable cost, people get memberships that allow them to take advantage of the features that the product or technology provides and pay a fixed fee on a regular or intermittent basis.…”

Section: Concept and Characteristics Of Servitizationmentioning

confidence: 99%

Expansion of servitization in the energy sector and its implications

Park

2022

WIREs Energy & Environment

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The business model of as‐a‐service is rapidly spreading in the energy industry. This study aims to examine how servitization in the energy sector is progressing, what sectors are in the spotlight, and what their implications are. By understanding the servitization aspect of the energy sector, it is possible to gauge the direction of change in the energy industry. This study has reviewed various as‐a‐service types in the energy sector through new articles analytics. For a total of 6 years from 2015 to 2020, news articles containing keywords related to the energy industry and the term “as a service” were extracted from Google News using the R package. As a result, well‐known as‐a‐service models such as software‐as‐a‐service and platform‐as‐a‐service are being emphasized in the energy sector. Also, new types of services such as zero‐carbon‐as‐a‐service and resilience‐as‐a‐service have been emerging recently. With the spread of as‐a‐service, the value chain structure of the energy industry is expected to shift towards various types of services and platforms. Servitization, represented by as‐a‐service, is becoming a trend in the energy industry, and policy and regulatory support to foster the data industry and expand opportunities to demonstrate innovative technologies and services is required. This article is categorized under: Policy and Economics > Governance and Regulation Policy and Economics > Research and Development

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Digital servitization and competence development: A case-study research

Cited by 35 publications

References 75 publications

Agility and Industry 4.0 Implementation Strategy in a Quebec Manufacturing SME

Agility and Industry 4.0 Implementation Strategy in a Quebec Manufacturing SME

Servitisation and performance in the business-to-business context: the moderating role of Industry 4.0 technologies

Expansion of servitization in the energy sector and its implications

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