دانلود رایگان مقاله لاتین سیستم خدمات B2B از سایت الزویر


عنوان فارسی مقاله:

پیش خرید سیستم در خدمات B2B


عنوان انگلیسی مقاله:

Antecedents of system purchasing in B2B services


سال انتشار : 2016



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بخشی از مقاله انگلیسی:


2. Literature review 

2.1. Integration and collaboration According to Hayes (2002), operations management has become systems of complementary products provided through networks by different organizations. It follows that systems integration has become an important aspect of research in the analysis of complex service and product systems. In integrated solutions, suppliers provide customers with product and service elements that are closely interrelated (Wise and Baumgartner, 1999). A service in the industrial context is a process of doing something for and in collaboration with another party by integrating internal and external capabilities to co-create value (Aarikka-Stenroos and Jaakkola, 2012; Ulaga and Chacour, 2001; Touboulic and Walker, 2015). The value-creation process is often facilitated by integrating multiple service elements as a solution to the customer's problem. In this type of process, the strategic integration and collaboration in the supply chain are often more important for the value creation than just concentrating on savings in purchases (Ellram and Tate, 2015; Pohl and Förstl, 2011). The customer also has a major role in creating value in service offerings (see, e.g., Bettencourt, Ostrom, Brown and Roundtree, 2002; Grönroos and Ravald, 2011; Normann and Ramirez, 1993), specifically in defining the required services from the potentially huge variety within the provider's portfolio. The customer also contributes to creating value during the delivery process by offering information, rights and tangible products to the service provider (Fliess and Kleinaltenkamp, 2004). Service providers aiming to succeed in the integrated-solution business must understand the customer's business goals and processes (Brady et al., 2005). Needs related to service purchasing in business markets are strategic make-or-buy decisions (Davies et al., 2007). Service integration or bundling in purchasing and supply refers to the need to group some contracts together and place that group of services with one supplier or a few (Ancarani and Capaldo, 2005; Gobbi and Hsuan, 2015). In the literature, there are two generic models for providing integrated solutions (Davies et al., 2007; Kapletia and Probert, 2010; Persson and Ahlstrom, 2006; Windahl and Lakemond, 2006, 2010; van der Valk and Axelsson, 2015), the strategic service model and the operational service model. Service models differ from one another by point of customer involvement, modularity type, and degree of customization. Customers are involved in the design of the tailored strategic services, in which the applied components have an original design, and most of the operational services are standardized and repeatable (de Blok et al., 2010). In many cases, bundling contracts tends to collect together groups of operational services separately from those of strategic services. Collaborative supplier relationships are preferred for this type of high-level complexity and high ongoing value services (Ancarani and Capaldo, 2005; Ellram and Tate, 2015).


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