售后服务概念的评论外文翻译.docVIP

外文翻译 原文 Review of After-Sales Service Concepts Material Source:EBSCO Author: Peter Falster 1. Introduction After-sales service processes play an integral role in many companies. Even though these processes are not the core business of engineering companies, services are increasing in importance. As products in the global market become more and more similar, supply chain management and services are becoming key differentiators between companies. High-quality service has become a necessity to retain customers for future sales. Aftermarket business also represents significant revenue and growth potential for capital goods manufacturers. Against this background Accenture launched the “Aftermarket Monitor 2005” analyzing the aftermarket capabilities of 58 leading capital goods manufacturers in the Nordics: “Nordic capital goods manufacturers do not fully use their aftermarket business as a strategically important source of revenue and profitability. Only 22 % of companies surveyed generate 30 % of their revenue in the service parts sector; and 36% of the companies have experienced 10% growth in their after sales and service business over the last 3 years”. In the AMR Research report – august 2005 it is said that services represent 25% of revenue and contribute 45% of profits. The focus in this paper is on Middle-of-Life, i.e. the Service and Maintenance phase. Thus, the purpose of this paper is to discuss after-sales service processes and its relationships to the total life-cycle of a product in general, and business models, methodologies, service portfolio, performance metrics and production planning and control in particular. 2. Service Networks Wise and Baumgartner quotes Gartner Group for founding that a buyer of a locomotive engine ends up spending 21 times its purchase value to support its use. And Allmendinger and Lombreglia suggest that any asset that costs more than 10 times its purchase value to use is clear candidate for network