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The purpose of this paper is to identify the commonalities and differences in manufacturers’ motivations to servitise.

UK study based on interviews with 40 managers in 25 companies in 12 sectors. Using the concept of product complexity, sectors were grouped using the Complex Products and Systems (CoPS) typology: non-complex products, complex products and systems.

Motivations to servitise were categorised as competitive, demand based (i.e. derived from the customer) or economic. Motivations to servitise vary according to product complexity, although cost savings and improved service quality appear important demand-based motivations for all manufacturers. Non-complex product manufacturers also focus on services to help product differentiation. For CoPS manufacturers, both risk reduction and developing a new revenue stream were important motivations. For uniquely complex product manufacturers, stabilising revenue and increased profitability were strong motivations. For uniquely systems manufacturers, customers sought business transformation, whilst new service business models were also identified.

Using the CoPS typology, this study delineates motivations to servitise by sector. The findings show varying motivations to servitise as product complexity increases, although some motivational commonality existed across all groups. Manufacturers may have products of differing complexity within their portfolio. To overcome this limitation the unit of analysis was the strategic business unit.

Managers can reflect on and benchmark their motivation for, and opportunities from, servitisation, by considering product complexity.

The first study to categorise servitisation motivations by product complexity. Identifying that some customers of systems manufacturers seek business transformation through outsourcing.

This paper applies the knowledge-based genetic algorithm to solve the optimization problem in complex products technological processes.

The knowledge-based genetic algorithm (KGA) is defined as a hybrid genetic algorithm (GA) which combined the GA model with the knowledge model. The GA model searches the feasible space of optimization problem based on the “neighborhood search” mechanism. The knowledge model discovers some knowledge from the previous optimization process, and applies the obtained knowledge to guide the subsequent optimization process.

The experimental results suggest that the proposed KGA is feasible and available. The effective integration of GA model and knowledge model has greatly improved the optimization performance of KGA.

The technological innovation of complex products is one of effective approaches to establish the core competitiveness in future. For this reason, the KGA is proposed to the technological processes optimization of complex products.

The purpose of this article is to illustrate how the characteristics of complex product systems pose specific managerial challenges onto the transfer of new technology from technology development to product development.

The research relies on comparative case studies involving three cases of internal technology transfer processes in the development of electrical equipment and telecommunication systems.

The research findings suggest that managerial decisions on internal technology transfer should be guided by a contingency framework rather than general procedures and tools.

Since the research is restricted to a limited number of case studies, additional studies are required to validate the findings.

The study results indicate that in cases of complex product development, there is a need for a more integrated view on technology and product development, than what is commonly described in the literature.

This article complements previous studies of the management of internal technology transfer processes, which primarily have addressed mass producing industries.

For decades now, industrial manufacturers’ complex product development (CPD) activities have seen various improvement approaches as well as product development (PD) support processes all in the quest to achieve shorter PD lead-times and higher return on investments. CPD process improvements, in terms of complex engineering design and delivery, still lack a lot more variance to be addressed on the “better, faster and cheaper” paradigm for efficient communication and information exchange flow processes. The paper aims to discuss these issues.

This paper presents employing social network theory analysis and statistical Pearson (r) correlation analysis in a triangulation approach to a proposed optimum conceptual information technology systems’ architecture and a “best practice” information flow process toward enhancing an industrial sustainable competitive advantage. Closed-end questionnaires were used to collect data for the scale or level of communication network from a sample size of eight Ship Power supply chain network complex engineering design and delivery systems-design teams with at least five members from each team.

Two extremely interesting findings and observations were identified from the analysis carried out (isolates and close-harmonic analysis) as well as the findings from the hypotheses’ testing. These essential analyses of the engineering systems-design teams were conducted by using the triangulation or mixed-method described in the abstract methodology identified above.

Effective and efficient real-time communication is seen as the vehicle for effective organization management. Although there may be some studies on effective technical communication in organizational and enterprise supply chain management settings, this research identifies a new robust and extensive analysis and feasible solutions to most of the communication bottlenecks and inefficient socio-industrial information flow processes, which need enhancement for industrial competitive advantage. Furthermore, the contribution of this paper further enhances the level 4 implementation aspect of the supply chain operation reference model in a replicable industry-specific perspective.

Strategic trends towards service operations have been widely reported in the recent literature, but organisational capabilities to support such service-centred strategies are less well understood. The purpose of this paper is to identify key organisational issues in managing complex engineering service operations throughout the lifecycle.

Using instruments developed from the product lifecycle management technologies and the network configuration concept, key organisational issues for engineering service operations were identified through case studies focusing on complex engineering products and services systems across a variety of industrial sectors.

The case studies demonstrated different organisational features and strategic priorities of engineering service operations along the whole lifecycle. A generic trend has been observed for engineering systems to move from being design, development and manufacturing focused to embracing support and end-of-life recycling matters.

This paper provides an overall framework for integrating key organisational issues in engineering service operations. It contributes to the service literature by highlighting the need of developing appropriate organisational capabilities to support service-centred strategies with engineering cases. It also provides guidance for companies to manage their engineering network operations throughout the whole lifecycle of complex products and services systems.

The purpose of the paper is to outline a business model for product system solutions that is based on functional modularity.

The paper employs an illustrative case study design. The cases constitute two action research projects in two organisations delivering complex product systems.

The paper illustrates the viability of a movement towards a solution business model based on the use of modular networks and integrated sub-supplies for complex product systems. It develops the idea of suppliers assuming responsibility for larger functional wholes in the delivery of large capital goods.

Future research should strive to further validate and falsify the proposed model, and for other product systems too, with a particular focus on their operational phases.

The paper outlines a business model based on modularity for both main suppliers and sub-suppliers that wish to extend their scope of delivery and to share responsibility with their networks.

The proposed model is in considerable contrast to conventional models in which the main supplier typically assumes most of the responsibility itself.

Complex system modeling requires not only understanding of modeling framework but also domain knowledge of the system. The purpose of this paper is to present an approach which separates the domain knowledge from the modeling framework with different views.

By establishing the mechanism of association and fusion among the views, the description and characterization of system from different aspect and point of view can form a complete system model. Based on the approach, a modeling and simulation (M&S) platform named SimFaster is developed. Modeling environment and simulation engine are the most important parts of the platform. The modeling environment provides multi‐views and multi‐layers to help the developers to modeling the structure, layers, composition, behavior, and interactions of an application system. The simulation engine provides mechanism of integration and interaction for components and objects, and provides runtime support for the concepts and terms from modeling environment. The simulation engine organizes the objects in the memory of distributed system as reflective object database system, so it is repository centered architecturally.

Based on the approach of multi‐views modeling, the platform is a flexible framework and supports top‐down design, model reuse and interoperation, dynamic refinement of models, corporative design among different users in different stages, and the rebuilt of application rapidly.

This paper deals with high‐level models of the complex systems.

This platform helps to design, modeling, and simulation complex system (especially for weapon combat system). It can participate into all the stages of the development of complex product/system, and can support the validation, refinement, optimization of models, and systems.

This paper presents a multi‐views modeling approach for the modeling of complex system.

The purpose of this paper is to identify issues that are critical to developing complex, business‐to‐business products and discuss implications for vendor firms.

This paper employs the critical review approach to current complex product literature and draws from relevant literature streams in engineering, management, and marketing to propose a conceptual framework.

The critical review of the complex products research reveals the following as critical issues for research and practice in the development of complex products: definition, internal and external complexity, product and process complexity, standardized to customized complex products continuum, component and process modularity, and operant resources.

This paper identifies six specific operant resources that are critical to the development of complex products and proposes a conceptual framework. Clearly, more needs to be done in terms of theoretical and empirical research with reference to the development of complex, business‐to‐business products. For example, researchers could empirically test the proposed framework; identify other relevant operant resources; and critique the proposed framework and develop a new, more comprehensive framework.

Firms that develop complex products could focus on developing the six operant resources that can help them become competent in developing complex products; and developing organizational structures and policies and providing an organizational environment that is conducive to developing robust internal and external social capital.

The proposed conceptual framework provides a theoretical foundation for practitioners and researchers to build on.

The purpose of this paper is to provide further insight into operations management of the product-service (P-S) transition, known as servitization, and the resulting product service system (PSS) offerings. In exploring the P-S transition, this paper adopts a service-dominant (S-D) logic view of value creation, using it as a lens through which to explore value propositions of the P-S transition and their operations design.

This paper presents an in-depth case study of an original equipment manufacturer of durable capital equipment who, over the last five years, has expanded its offerings to include use- and result-orientated PSS. The research design uses a multi-method approach; employing 28 in-depth qualitative interviews with customers and employees and analysis of texts, documents and secondary data including five years of enterprise resource planning (ERP), call centre and contract data.

The paper identifies ten generic P-S attributes that are abstracted into four nested value propositions: asset value proposition; recovery value proposition; availability value proposition; and outcome value proposition. In examining the operations design for delivery of these value propositions, it is found that the role and importance of contextual variety increases as the organisation moves through the value propositions. Interdependencies amongst the value propositions and differences in operational design for each value proposition are also found.

The paper investigates PSS through a S-D logic mindset. First, the paper considers value propositions of PSS not according to “product” or “service” but in terms of how resources (both material and human) are optimally designed to co-create customer value. Second, a value co-creation system of nested value propositions is illustrated. In so doing, the findings have a number of implications for literature on both PSS and S-D logic. In addition, the research adds to the PSS literature through the identification and consideration of the concept of contextual use variety.

The paper demonstrates the complexity of the transition from product to service. Specifically, service cannot be seen as a bolt-on extra to their product offering; complexity caused by interactions and changes to the core offering require a systems perspective and consideration of both firm and customer skills and resources.

This paper extends existing literature on the P-S transition and its implications for operations management. Notably, it takes an S-D logic perspective of value creation and in so doing highlights the importance and role of contextual use variety in the P-S transition. It also provides further empirical evidence that the P-S transition cannot be treated as discrete stages but is evolutionary and requires a complex systems perspective.

The development of complex products and systems is a continuously iterative process from customer requirements to a mature design. Design changes derived from multisources occur frequently during the design process. Furthermore, change propagation will impose impacts on design costs and lead times. In view of this, how to predict and control the propagation of multisource design change to reduce the changes impact is an urgent issue in the development of complex product.

In this paper, a new four-phase routing approach based on weighted and directed complex networks is proposed for multisource design change propagation. Phase I: as the foundation of this research, a product network model is established to quantify describe the complex product. Phase II: the hub nodes are identified based on the LeaderRank algorithm, which can be regarded as multisource nodes of design changes. Phase III: a calculation method for change propagation intensity is proposed, which improves the systematicness and accuracy of the evaluation results. In this paper, change propagation intensity is defined by four assessment factors: importance degree of parts, execution time of design tasks, coupling strength between parts and propagation likelihood. Phase IV: a routing method of multisource design change propagation and ant colony optimization algorithm are proposed in this paper, which can solve the coupling conflicts among change propagation paths and improve the search efficiency by using the parallel search strategy.

The proposed method and another method are used to search the optimal propagation path of multisource design change of a motorcycle engine; the results indicate that this method designed in this study has a positive effect on reducing the change impact, market response time and product design costs when design change occurs in the products design process.

The authors find a new method (a network-based four-phase routing approach) to search the optimal propagation path of multisource design change in complex products design.