{"id":4541,"date":"2017-04-17T22:47:36","date_gmt":"2017-04-18T02:47:36","guid":{"rendered":"http:\/\/www.servsig.org\/wordpress\/?p=4541"},"modified":"2017-04-19T20:41:38","modified_gmt":"2017-04-20T00:41:38","slug":"get-to-know-the-cambridge-service-alliance","status":"publish","type":"post","link":"https:\/\/www.servsig.org\/wordpress\/2017\/04\/get-to-know-the-cambridge-service-alliance\/","title":{"rendered":"Get to know the Cambridge Service Alliance"},"content":{"rendered":"

\"book\"Guest article by Professor Andy Neely and Dr. Mohamed Zaki<\/em><\/p>\n

About the Cambridge Service Alliance<\/strong><\/p>\n

The Cambridge Service Alliance was founded in 2010 by BAE Systems, IBM and the University of Cambridge\u2019s Institute for Manufacturing and Judge Business School. Since its inception industrial members have also included Caterpillar, GEA, Pearson and Zoetis. The Alliance is a unique global partnership between businesses and universities. It brings together the world\u2019s leading firms and academics, all of whom are devoted to delivering today the research, tools,\u00a0and education needed for the complex service solutions of tomorrow. In particular, our industrial members have an active interest in the shift to services, in order to:<\/p>\n

\"\"<\/p>\n

    \n
  1. Conduct insightful, yet practical, research to improve the design and deployment of high-performance complex service systems.<\/li>\n
  2. Create and develop industrially applicable tools and techniques that deliver competitive advantage.<\/li>\n
  3. Provide an unparalleled network of academics and industrialists that share experience, knowledge, and insight in how better to design and deploy high-performance complex service systems.<\/li>\n
  4. Develop and deliver public and member-only education programs to raise the skill levels of organisations.<\/li>\n<\/ol>\n

    Cambridge Service Alliance Research team <\/strong><\/p>\n

    In the Cambridge Service Alliance we have internationally leading researchers, who are working closely with our industrial partners to understand these challenges, and how firms can respond to them. The team is seeking to uncover and communicate the deep insights of designing and delivering world-class service and solutions. Furthermore, we have many publications in highly ranked journals, such as; The Journal of Service Research; International Journal of Operations and Production Management; California Management Review; Journal of Service Management; Journal of Service Marketing; Journal of Product Innovation Management; Industrial Marketing Management; American Journal of Medical Research, and PloS One Journal.<\/p>\n

    \"team\"<\/a><\/p>\n


    \nWhy complex services?<\/strong><\/p>\n

    Complex service provision is becoming increasingly essential for manufacturers, as new business models become more service and solution oriented. This allows manufacturers to maintain their competitive advantage, and provides greater value for customers. For example, an asset heavy company which makes, sells and leases its products and also provides maintenance and repair services for them. Its products contain sensors which collect vast amounts of data, allowing the company to monitor them remotely and diagnose any problems. If this data is combined with existing operational data, advanced engineering analytics and forward-looking business intelligence, the company can offer a \u2018condition-based monitoring service\u2019, able to analyse and predict equipment faults. For the customer, unexpected downtime becomes a thing of the past, repair costs are reduced and the\u00a0intervals between services increased. Intelligent analytics can even show them how to use the equipment at optimum efficiency. Original Equipment Manufacturers (OEM) and dealers see this as a way of growing their parts and repairs business and increasing the sales of spare parts. It also strengthens relationships with existing customers and attracts new ones looking for a service maintenance contract.<\/p>\n

    \"\"What have we learned and contributed so far? <\/strong><\/p>\n

    Making the shift to services journey is a challenge and requires an innovative and progressive approach. Through our research, we have learned a great deal, and we understand more about:<\/p>\n