Through-life management: the provision of total customer solutions in the aerospace industry

Ward, Y; Graves, Andrew

doi:10.1504/ijstm.2007.013942

Cited by 47 publications

(49 citation statements)

References 14 publications

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“…This is evidenced through the customer demand for capability, availability, operability and affordability (Ward & Graves, 2007), and represents a shift away from a product to a service based model of value delivery.…”

Section: Is This Enterprise 'Transformation'?mentioning

confidence: 99%

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Purchase¹,

Parry

Valerdi

et al. 2011

Journal of Enterprise Transformation

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Section: Is This Enterprise 'Transformation'?mentioning

confidence: 99%

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Purchase¹,

Parry

Valerdi

et al. 2011

Journal of Enterprise Transformation

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“…Aerospace is often held up an exemplar of the trend towards P-S integration (Baines et.al, 2007;Kerr and Ivey, 2001;Neely, 2007;Oliva and Kallenberg, 2003;Ward and Graves, 2007). Arguably, the nature of the sector present an ideal opportunity for joining-up product and service offerings.…”

Section: Product-service In Aerospacementioning

confidence: 99%

Integrating products and services through life: an aerospace experience

Johnstone

Dainty

Wilkinson

2009

International Journal of Operations &Amp; Production Management

154

127

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PurposeExplores the evolution of 'product-service' (P-S) strategies in the aerospace sector. Despite the widespread perception that aerospace organisations are advanced in terms of P-S integration, little is known about the realities of P-S provision in the sector. Much of the existing literature is normative and prescriptive, focusing upon what organisations aspire to do, but offers little insights into how attempts to integrate products and services occur or the challenges organisations encounter. Design/methodology/approachPresents an in-depth case study of an international aerospace Original Equipment Manufacturer (OEM), referred to as 'JetCo'. A total of 18 interviews were conducted with key actors involved in the operationalisation of P-S strategy within defence aerospace and civil aerospace divisions. In addition, analysis of internal company documentation was also undertaken. FindingsReveals that current P-S strategy, which builds upon a long history of service offerings, initially evolved separately in each division in response to the particular markets in which they operate. However, there was evidence of a corporate-wide strategy for P-S provision being developed across divisions to improve co-ordination. This was founded on the recognition that P-S delivery requires the development of a stronger customer orientation, better knowledge and information management strategies, and the engagement of employees. A key challenge concerned integrating the product and service parts of the business to ensure consistent delivery of a seamless value offering to customers. Research limitations/implicationsThe research is limited to a single case organisation in the aerospace sector, and as such the findings are not necessarily generalisable to other contexts. Nevertheless, the research provides important insights into the organisational challenges of P-S provision, and as such the findings are of interest to researchers, managers and policymakers across industries involved in P-S provision. Originality/valueThe paper offers fresh empirical evidence into the development of P-S in an organisation drawn from a sector often flagged as an exemplar of P-S provision, and provides insights into the complex realities of P-S implementation and delivery. Notably, it highlights the challenge of attempting to embed an organisation-wide 'service culture' in pursuit of integrated P-S delivery, and questions the nostrums and overly simplistic models which pervade the current solutions discourse.

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“…The cases of EngCo and JetCo reflect many of the reasons presented in the existing literature where traditional OEM firms endeavour to provide through-life service support for reasons including new business creation, to protect intellectual property, provide a form of differentiation, increase value for the customer, and respond to changing client demands [Mathieu, 2001;Oliva and Kallenberg, 2003;Ward and Graves, 2007].…”

Section: Discussionmentioning

confidence: 99%

“…For example, the shift towards P-S is said to be particularly well-established in sectors such as civil aerospace and defence procurement, and civil aerospace in particular is considered to be advanced in terms of a shift to the concept of lifecycle management and the provision of complex P-S combinations [Kerr and Ivey, 2001;Oliva and Kallenberg, 2003] Drivers are said to include changing customer demands, the opportunity to increase revenues, and as a way of protecting intellectual property rights and product reputation [Ward and Graves, 2007].…”

Section: [Figure 1 About Here]mentioning

confidence: 99%

In search of ‘product-service’: evidence from aerospace, construction, and engineering

Johnstone

Dainty

Wilkinson

2008

The Service Industries Journal

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Through-life management: the provision of total customer solutions in the aerospace industry

Cited by 47 publications

References 14 publications

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Enterprise Transformation: Why Are We Interested, What Is It, and What Are the Challenges?

Integrating products and services through life: an aerospace experience

In search of ‘product-service’: evidence from aerospace, construction, and engineering

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