1,721,181 research outputs found
Linea guida per la valutazione dell'impatto sociale della rimanifattura
No full textIl testo propone linee guida per la valutazione dell’impatto sociale della rimanifattura all’interno dei modelli di economia circolare. Attraverso l’analisi della letteratura e il contributo della community industriale ASAP, il lavoro identifica dimensioni, indicatori e pratiche utili per misurare gli effetti sociali delle strategie di remanufacturing nelle imprese manifatturiere
La Rimanifattura: quali implicazioni economiche, ambientali e sociali dei modelli di business orientati al prodotto o al servizio
No full textLa rimanifattura rappresenta una strategia chiave dell’economia circolare per estendere il ciclo di vita dei prodotti e ridurre l’impatto ambientale dei sistemi industriali. Questo studio analizza le implicazioni economiche, ambientali e sociali delle iniziative di rimanifattura adottate dalle imprese manifatturiere, con particolare attenzione ai modelli di business orientati al prodotto e al servizio. La ricerca combina una revisione della letteratura con evidenze empiriche raccolte tramite interviste a manager di aziende della community ASAP. I risultati evidenziano i principali benefici e le criticità legate all’implementazione della rimanifattura, tra cui la gestione della logistica di ritorno, il posizionamento di mercato dei prodotti ricondizionati e il rischio di cannibalizzazione dei prodotti nuovi
Bridging the gap between servitization and social innovation
Full text linkThis paper explores the social implications of servitization and unveils the connections between servitization and social innovation. To substantiate these claims, the research elucidates three core concepts of social innovation, namely processes, instruments, and outcomes. The processual view of social innovation examines how societal changes unfold; the instrumental view focuses on tools and mechanisms driving these changes; and last the outcomes view analyses the resultant benefits. The paper reviews systematically the literature on the social impacts of servitization and, based on the mentioned views uses the literature findings to inductively develop three propositions and demonstrate that servitization can represent a form of social innovation, thus capable of profoundly reshaping industrial societies and contributing to progress and people 's well-being. In sum, the paper shows the social implications and benefits related to servitization of manufacturing firms and suggests the research priorities in this domain for servitization scholars
Exploring the Key Enabling Role of Digital Technologies for PSS Offerings
Full text linkThe adoption of digital technologies has been identified as crucial for manufacturers moving to service-based business [18,27,28]. However, it is not clear how technological improvement are central to develop key capabilities for business and service innovation [1]. This paper aims at filling this gap, focusing on the following aspects: 1) the key capabilities enabled by digital technologies to support servitization transformation; 2) the relationship between each specific value proposition and those capabilities. To ground our findings on extant research, we adopt the classification provided by [19], and we refer to three strategies, namely equipment suppliers, availability providers and performance providers
Computerized Maintenance Management Systems in SMEs: a survey in Italy and some remarks for the implementation of Condition Based Maintenance
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Chatbots that cognitively helps human: the digital helper as a new way to support the decision making
No full textWorldwide, the recent national development strategies as Industry 4.0 have the aim to support industrial companies in the adoption of the I4.0 technologies such as big data, analytics, cloud, AR/VR, AI, etc. Such intent is justified by the fact that the digital transformation of manufacturing companies is considered a key step to seize game-changing opportunities and gain competitiveness in the market. The servitization of manufacturing companies (i.e. increasingly offering services that are directly coupled to their products) represents one of such opportunities since the service processes (customer support, call handling, help desk, remote monitoring and optimization, etc.) are first digital processes and not physical, as far as the value creation comes from the transformation of input in output of informative type and so it implies the integration of data of different formats, uniform the types, normalize their quality, etc.. The adoption of solutions capable of supporting service operators in such processes and therefore not only favoring the evolution and scalability of service portfolio as the numbers increase (e.g. the interconnected installed base increases) but also to support the reorganization and optimization of the processes involved, can be fundamental. The paper tells how, with the help of a real case (Ricoh Italy), the adoption of digital helpers – which bring together cognitive computing (enables a machine to infer, reason, and learn in a way that emulates the way humans do those things.) with automatic interfaces (i.e. chatbot) – can be a solution to improve the interactions between a given decision-maker (i.e. service operator) and the application portfolio supporting the process (ERP/CRM suite, field service managementsoftware, knowledge base for hotline and technical support, ...)
The Servitization revolution for Sustainability
Full text linkDue to increasing concerns about climate change, overexploitation of the earth’s finite resources, raw material extraction, increasing waste, and pollution, there is an urgent need to shift to economic models that guarantee environmental sustainability.
Servitization proposes a paradigm shift of business models that increase value creation for the customers by changing the perspective: from the making of products and the transfer of ownership, to the provision of integrated solutions enabled by those products, through lifecycle services. This paradigm shift also responds to the call for environmentally sustainable business models, as the move to a performance economy (or outcome-based) through servitization, demonstrated a great potential to radically reduce the environmental impacts of business, taking advantage of offering
products “as-a-service”. While moving from services that restore an asset’s conditions towards providing support the customer’s value chain processes that rely on that asset. In fact, providers of servitized business models (or product-service systems) take over an increasing share of risk from the customer. This also opens several opportunities
for reducing the environmental impact, either incrementally or radically, and to set up truly circular business models.
How can these results be achieved? Different factors influence the how (through which mechanisms) and the how much (to what extent) of the environmental sustainability impact of servitization:
- The type of business model or product-service system offered, and the circular strategies enabled (Chapters 1, 2, and 3). Different classes of servitized business models enable different circular economy strategies, namely reduce (increasing resource efficiency), reuse of products at the end of the usage cycle, remanufacture of subsystems and components, and recycle to recover materials.
- Product-oriented is the more traditional business model, where, besides selling products, a company provides supplementary services such as repair, maintenance, training, and advice/optimisation or end-of-life management. It entails only incremental sustainability benefits, mainly related to operational optimisation, lifecycle extension, or enabling the proper collection and recycling of products.
- Use-oriented models, such as the typical “as-a-service” case, do not transfer the product ownership to the customer. Therefore, contractual relationships between providers and customers may incentivise the design of products for circularity, reduce operational costs, facilitate maintenance, intensify the use of materials, increase resource efficiency, and closing the loop. These drivers entail significant sustainability benefits.
- Result-orientated business models link the provider-customer relationship and the monetary flows to the achievement of specified outcomes or performance targets from asset usage. In these models, the provider takes over the responsibility for (most of) lifecycle costs. This will trigger great resource efficiency, lifecycle extension, and/or the product and business model design for multiple lifecycles. These mechanisms promise the most radical environmental gains
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