本研究探討具有製造優勢的製造商，如何進行製造業服務化，並以產品導向的製造業服務化策略，以及服務導向的製造業服務化策略為軸心，各選一個代表個案公司，針對其企業發展過程中所面臨的環境壓力及產業特色等外部因素，以及組織規劃及策略等內部因素探討企業選擇轉型之路徑決策及內部組織相關策略如何因應及調整。 服務導向的製造業服務化策略個案以石川島播磨重工-IHI Corporation為例，因該企業具備了久遠的歷史，且其產業特性適合技術及研發成果向下個世代轉移，得以穩定且持續的累積多項核心技術及產品，穩定的向上、下游整合，並橫向結合各項核心技術及產品的服務，並以單一窗口重組企業內部的產品及服務組合，提供完整的解決方案，因此適合，且有足夠能力採行服務導向服務化策略，以滿足不同客戶群的需求。 產品導向的製造業服務化策略個案以哉英電子-THine Electronics為例，因半導體產業的核心技術及產品淘汰速度快速，世代之間的延續性不明顯，使得該公司必須專注在核心產品的開發及行銷上，但藉由開放技術的方式，使產業內更多廠商願意投入，產生該技術生態系統，並結盟產業之外的夥伴，衍生產品相關服務的多樣性，以符合不同客戶群的需求。 經由研究發現，製造業服務化的過程有其順序性。應先累積自身的製造技術，並開始以產品為核心，推出與產品周邊相關的服務以滿足客戶更多的需求，此時為產品導向服務化的製造業。其後利用有機式的發展或是結盟、併購等方式形成多產品核心，此時便可停留在多角化的產品導向服務化公司，抑或是橫向重組企業內部的產品線及服務，轉型成為服務導向服務化的製造業。

在全球邁入服務經濟時代的發展趨勢下，服務創新成為產業新興的熱門課題。過去以製造業為主體的台灣企業，也意識到產值和毛利不斷被壓縮，以及製造業和服務業的界線日趨模糊的現象。為了獲取長久的競爭優勢，不少製造業者已體認到，過去在成本、技術與品質上的領先已無法提高產業附加價值，因此必須向價值鏈兩端延伸，利用創新服務來為產品增加附加價值，而這也成為現今製造業的致勝關鍵。 過去文獻對於服務創新的議題已有不少研究，主要是在探討企業發展創新服務的過程與策略考量，或是研究服務創新的發展模式，抑或是服務創新專案。此外， 關於製造業推動服務化方面，只有少數在探討產業轉型及經營策略與模式，但更少有探討製造業服務化發展內涵之個案研究。因此本研究利用深入訪談的個案研究法，針對推動服務化發展的製造業廠商，探討其服務創新概念如何產生與服務創新的內涵，並輔以核心能耐的觀點，來探討製造業服務化專案的推動與組織核心能耐建構之關係，以提供未來有意推動服務化發展的台灣製造業廠商作為參考。 本研究的結論如下： 1.製造業廠商在和客戶接觸的過程中，會根據本身對內外部環境背景知識的了解，「主動」創造客戶的需求，提供差異化的加值服務，並建立與客戶間的夥伴關係。 2.製造業廠商推動服務化時，在服務範疇上會考慮往供應鏈上下游延伸，以及發揮本身的優勢功能；在作法上則會以提供客戶「一次購足」與「完整解決方案」的服務為主。 3.製造業廠商在推動服務化的發展方案時，會進行跨部門的組織運作，並且透過教育訓練和跨域合作的方式，培養員工新的專業知識與技能。 4.製造業廠商推動服務化時，若本身的事業知識越豐富，則越能洞悉產業的發展趨勢，此外，若是其擁有更完整的市場知識，則有助於提出創新的服務概念。 5.製造業廠商推動服務化時，不管是創造新的實體系統，或就原有的實體系統進行整合與建構，都會強調資通訊科技的輔助效果。而企業對於技術知識的掌握度越高，則越有助於服務創新的發展。 6.製造業廠商推動服務化時，會以「創新」作為組織新的價值觀與企業文化。 關鍵字：製造業服務化、服務創新、核心能耐 / In the trend of global development of service economy, service innovation has become an emerging hot topic of industries. Taiwanese companies, the main part of which are manufacturing industries in the past, also realize the phenomenon that the income and gross margin are deceasing, and the difference between manufacturing and service industries has become blurred. In order to gain long-term competitive advantages, some manufacturing firms has noticed that being in the lead of cost, skill and quality during the past is unable to enhance the value-added of industries. Therefore, they think it is a must to extend their activities to both ends of the value chain, and then to gain value-added on products by using service. However, this has become the key to success for present-day manufacturing industry. In the past, most researches related to service innovation mainly focus on the process and strategic level of innovative service development, the developing model of service innovation, or projects on service innovation. Besides, regarding the servitization of manufacturing firms, only a small number of studies focus on investigating the transformation of industry and operational strategy and models, but there are fewer case studies on servicizing development of manufacturing industry. Therefore, this study focuses on the intension of service innovation of servicizing manufacturing firms by means of thorough interview and case study. Besides, this study is auxiliary by the perspective of core competence to explore the relationship between servitization of manufacturing firms and the construction of organizational core competence, and aims to provide a reference for Taiwanese manufacturing firms which purpose to develop servitization in the future. The preliminary research findings include: 1.Manufacturing firms will “positively” create customers’ need during contact with customers in terms of their background knowledge of internal and external environments, provide differential value-added service, and develop partnership with customers. 2.Manufacturing firms will consider extending their service to the up- and down-stream of supply chain, or bring their superior function into service development when driving the development of servitization. And the way they do is to provide their customers with service of “One-stop Shopping” and “Total Solution” via front- and back-end systems and service providers. 3.Manufacturing firms will proceed on trans-departmental organizational operation when driving the development of servitization. And they train their employees to have professional knowledge and skills through educational training and interdisciplinary collaboration to drive the service innovation. 4.The more industrial knowledge the manufacturing firms have, the more insights into the industrial trend they have. Besides, it will be help to bring up ideas about innovative service if companies know well about their markets. 5.When manufacturing firms drive the servitization, no matter what to create a new physical system or integrate the original physical systems to a new one, the auxiliary effect of ICT is emphasized. And the more technical knowledge they have, the more chances of innovative service development they will find. 6.“Innovation” is regarded as a new value and enterprise culture when manufacturing firms drive the development of servitization. Keywords: Servitization of Manufacturing, Service Innovation, Core Competence

勞力成本驟升與新興市場崛起，使得台灣傳統製造業面臨成本劣勢而漸失代工競爭力，加上顧客需求的不斷變化與產品及服務日益同質，更形成產業邊界的模糊化，更造成製造業服務化成為目前傳統製造業轉型的主要方向。儘管如此，雖然製造服務化已為傳統製造業轉型最重要的議題之一，然回顧過去文獻可以發現，實務界在面對如何建構製造服務化上，明顯缺乏明確的模式可以參考。 本研究旨在探討製造服務化與加值服務創新模式之建構，並分析製造服務化對廠商進行加值服務創新績效的影響，透過回顧過去製造服務化與加值服務創新之相關文獻，以建構製造服務化與加值服務創新之理論模型，並藉由個案研究法，深入剖析國內一家成功由傳統製造業轉型製造服務化並在加值服務創新作為上有顯著績效之標竿廠商，以瞭解該公司在製造服務化的推動邏輯及在推動製造服務化後，對公司在產品力與服務力的提升情形，並瞭解該公司在加值服務創新的具體思維，藉以提出製造服務化的建構模式及製造服務化對加值創新服務之影響，冀對業者在未來發展製造服務化策略時，提供轉型或發展模式之參考。 結果發現，製造服務化之內涵包含有客製化、價值化，以及整合化三個構面，企業可藉由資源建構、能力形塑，以及機制建置等三個面向來有效落實製造服務化之工作，而加值服務創新之模式建構上，企業可依循服務情境設計、功能制定、流程藍圖展開、規格產出之服務模式建構之方式來加以推動。最後，本研究個案分析結果指出，製造業者之製造服務化程度會正向影響廠商的產品力與服務力，而提升加值服務創新之績效。

從顧客觀點探討製造業服務化:從OEM/ODM到OBM / If we look back at the history of Taiwan’s industry, the main characteristic of its development over the past 60 years has been the appearance of OEM / ODMs. However, due to the shrinking profits of OEM / ODMs, manufacturers are seeking new ways to transform themselves. Therefore further research into the increasingly blurred boundaries between manufacturing and services and the concept of “servitization” is essential. Some companies in Taiwan have successfully transformed from a low-profit path by following a value-added path and transforming themselves from OEM/ODM to OBM. This paper focuses on a study of three OBM companies who were once OEM/ODM manufacturers, but expanded into the role of “customer-oriented services” and explored their capability to transition between OEM/ODM and OBM. This paper uses a case study methodology and research on these three OBM companies. It will investigate two findings. Firstly, when transforming from OEM/ODM into OBM the process of servitization, is made up of four stages that represent the different roles of the end customers in the process of servitization. Roles like imitation, exploration, inspiration, and aspiration. Secondly, when transforming from OEM/ODM into OBM in the process of servitization, there are four main capabilities needed to develop; customization capability, new value proposition, organization redesign, and new trading norms. This thesis seeks to make two specific contributions to the discussion of servitization. Firstly, this research will concentrate on consumer goods, rather then capital goods like with previous literature concerning servitization and focusing less on the changes from products to “Back-end services”. Secondly, it will seek to give manufacturers with a desire to develop into an OBM company clear paths to follow. So manufacturers can adjust their own strategies to the specific situation and environment they face.

以製造產品為主要獲利手段的企業面臨商品陷阱(Commodity Trap)困境，即製造活動全球轉移導致的低成本競爭、網路資訊流通導致的產品週期縮短及顧客對客製化需求的增加，這些趨勢使其競爭環境更加困難。為脫離商品陷阱現象，服務化已成趨勢。 製造服務化( Servitization )一詞，強調原本以製造產品為主的企業，從顧客為主(Customer-focus)的角度，整合服務至其核心產品，以滿足顧客的需求，並提升其附加價值。其過程通常伴隨著企業往價值鏈上、下游提供延伸服務、企業與顧客親合度的提升及企業從「產品導向」轉變為「服務導向」。 企業於製造服務化過程中如何發展新服務並持續創新為其核心議題。因此本研究架構整合「服務創新」與「知識管理」之理論。以Den Hertog (2010)提出的「服務創新」模型為研究基礎，以探討其新服務發展之內涵。並透過「知識管理」之：知識吸收、知識整合、知識創造，以探討企業如何學習發展新服務所需之能耐。 過去雖然已有許多製造服務化相關之研究，但是對於製造服務化與知識管理連結之研究並不多，且無探討服務創新之因果關係的相關研究。本研究以此作為研究缺口，以「服務創新與製造服務化」、「服務傳遞系統」、「知識管理」三構面，透過多重個案研究法，以訪談及次級資料蒐集研究資料並進行分析，研究我國三間企業製造服務化之發展過程，得到以下研究結論。 結論一: 企業進行製造服務化，會整合自身之能力，與外界資源，以發展新服務。在跨入門檻較低的部分，通常會採用自行學習法；在跨入門檻較高的部分，則會尋求新商業夥伴合作的方式。 結論二： 企業進行製造服務化並發展服務創新時，會透過軟體科技的導入以促進創意發展並提升溝通效率。 結論三： 企業進行製造服務化並發展服務創新時，其新服務概念的內涵會受到企業文化的影響。 結論四： 企業進行製造服務化並發展服務創新時，在知識吸收上，會以吸收：市場競爭、行銷與銷售、人力資源管理、新商業夥伴等知識為主。在知識整合上，則會以市場知識與技術知識的整合以及市場知識面各因子間的整合為重心。在知識創造上，會強調透過「實驗」的方式，來發展未來更符合消費者的服務。 結論五： 企業進行製造服務化並發展服務創新時，其新服務概念會受到知識吸收的來源與知識吸收的機制影響。其新顧客互動會受到技術知識與市場知識的整合或者市場知識與市場知識的整合影響。 / Companies that sell products as their primary means of making profit face the dilemma of Commodity Trap. Commodity Trap means low cost caused by global shift in manufacturing activity, shorter product life cycle due to development of internet and increased demand for customization. Those trend make it more difficult for companies to survive in the competitive environment. In order to be out of Commodity Trap, servitization has become a trend. Servitization is the innovation of an company's capabilities and processes to shift from selling products to selling integrated products and services in term of customer-focus that enhance its added value. It follows company’s development of application service and value chain shift to it’s upstream or downstream, closer relationship with their customers and transformation from product oriented to service oriented. The core issue for a company in process of servitization is how to develop new service and keep innovative. So, this research’s structure integrated theories in service innovation area and knowledge management area. Used Den Hertog (2010) model of service innovation as base to discuss the connotation of new service development. To explore how companies learned to develop the capability to provide new service, this research separated knowledge management theories into knowledge absorption, knowledge integration and knowledge creation. Although there have been many studies related to servitization in the past, there are not much research on the links between servitization and knowledge management. This study uses this as a research gap, and uses service innovation and servitization, service delivery system and knowledge management as three research facets. Through multi-case study method. Collecting and analysis data by interview and secondary data . Researched the servitization process of three local companies and got the following research findings. The research findings include: 1.In the process of servitization, companies will integrate it’s self capability and external resource to develop new service. In the part that have lower barriers to entry, companies usually choose self-learning. In the part that have higher barriers to entry, companies usually seek new business partners. 2. In the process of servitization, companies will implement software to facilitate innovation efficiency and improve communication efficiency. 3. In the process of servitization, companies’ connotation of their new service concept will be influenced by their corporate culture. 4. In the process of servitization, companies’ knowledge absorption will focus on marketing competition, marketing and sales, human resource , business company and so on. In knowledge integration part, companies will focus on integrating marketing knowledge and technology knowledge or integrating each marketing knowledge factors. In knowledge creation part, companies will focus on experiment to develop new services that are correspond to customer’s requirement. 5. In the process of servitization, companies’ new service concept will be influenced by their resources and mechanisms of knowledge absorption. Their New Client Interface will be influenced by their integration of technology knowledge and marketing knowledge or marketing knowledge and marketing knowledge.

國際經濟環境的變遷脈動與發展趨勢，牽動我國產業未來發展方向，在全球產業環境日益變遷下，台灣未來將朝「製造業服務化、服務業科技化與國際化、傳產業特色化」之「三業四化」產業策略來發展，其中在「製造業服務化」，則以產品為中心的製造轉為以服務為中心導向的思考模式，製造業者不再只是單一產品供應者，而是提供一系列滿足客戶需求的服務，透過服務來凸顯產品差異化，進而增加客戶的黏密度，創造更高的附加價值。製造業服務化就是製造業為了獲取競爭優勢，將價值鏈由以製造為中心向以服務為中心轉變。 面對愈來愈多企業重視「服務化」的議題，台灣製造業也應改變經營策略，從產品製造導向轉變為服務導向，才能在激烈的全球化競爭中永續生存。趕上產業升級轉型的世界潮流，台灣已有不少成功執行製造業服務化的業者，在高科技產業中最為成功的案例，就是從10幾年前就力行服務化的台積電。而製藥業中，葡萄王生技從傳統製藥業，一路走向生機飲料生產到成為生物科技公司，也是非常成功的例子。再看傳統工業製造中，素有扣件王國之稱的台灣，在握有全球龐大扣件市場之後，更有多家公司積極轉型為服務業，成功跨入醫療器材產業。 本論文以T藥廠為例，分析從傳統學名藥製造廠，經歷了毛利下降導致虧損的改組轉型，初步降低成本，對藥證、客戶、業務員、工廠原物料、包材去蕪存菁留存重點，轉虧為盈，進一步朝服務化轉型，建立品牌學名藥、強化研發實力、拓展各項專注領域、人文與科技平衡、開創國際化新局，成就穩定的營收金流，現今以落實藥品劑型便民化、藥品便民包裝、製造搭配業務、行銷、跟診服務、專業代工接單製造、In-licensing & out-licensing、建立大客戶關係管理體系提供客戶全面解決方案及產業一條龍的再造：研發、製造、銷售、服務的服務化作為，未來進一步全面轉型製造業服務化的願景為佈局全球市場，包含製造國內自營或外銷產品、代理國外藥品進口或出口、接單國際藥廠委製訂單，同時朝新藥研發邁進，以T藥廠既有強項著手新劑型平台藥品開發、新覆方藥品開發及臨床試驗、新療效適應症臨床試驗查登等，最終朝新成分新藥開發邁進，成為一全球性大藥廠。

2008年全球金融海嘯之後，製造業隨著產品的生產變成大批量定制方式，產品的利潤空間越來越受到擠壓，而服務價值所佔的比重需求越來越大，因此服務的增值變成傳統製造業所追求的重點，而逐漸形成製造與服務相融合的新產業形態－服務型製造。服務型製造商向客戶提供的不僅僅是產品，還包括產品的服務，或整體解決方案，也包括圍繞產品生產的各類服務。 透過本研究所設計中國大陸製造業服務化問卷調查，收集到 205 家企業總經理或總經理指定的發言人的意見。以產業組織理論中著名的「結構－行為－績效模型（Structure－Conduct－Performance Paradigm, SCP）」理論，做為製造業服務化的模型，並以結構方程模型(SEM)作為實證工具，檢驗五個假說： H1：製造業環境因素影響製造業服務化需求程度 H2：市場結構集中度愈大，製造業服務化需求程度愈小 H3：企業愈重視製造業服務化，其品牌形象則愈高 H4：製造業服務化程度愈高，則銷售業績會提高 H5：企業品牌形象愈高，則銷售業績會提高 實證結果顯示H1及H4不成立，而H2、H3及H5成立。由假說二成立顯示市場結構和製造業服務化之間存在負向關係，意即市場集中度愈小的廠商愈有傾向採行製造業服務化，而影響是否採行製造業服務化的因素。假說三及假說五的成立說明製造業服務化對銷售業績並未有直接關連，而是透過影響品牌形象後而增加銷售業績，因此存在著間接關係。 而造成製造業服務化與經營績效的因果關係之關鍵因素，本研究實證指出產品複雜度為市場結構構面中影響最大的因素；製造業服務化構面則以品牌行銷影響力最大，至於品牌形象構面因素中以公司形象最具影響力；而業績銷售構面則以營業淨利及營業額成長同樣重要。

如製造業欲實行製造業服務化概念，第一步總是最難決定。因此，這項研究的目的是提供台灣扣件產業對於製造業服務化概念，一個實際採行內容分析。本研究採用動態能耐和作業性能耐為主要兩大構面的一個研究框架，這是由Gebauer等人在2012）所發展的分析框架。本研究探討企業如何在開始抓住機遇，感測機遇和重新配置企業資源。這項研究希望能發現有關企業如何運營再結構化組織企業能耐以支撐企業戰略。對作業面能耐，重點在於企業文化，績效評估系統，人力資源，創新過程和組織結構。 動態能耐和作業性能耐作為本研究中的框架。動態能力可以分為三個部分，感知和形狀的機會和威脅，抓住機遇，通過加強和重新配置企業的無形資產和有形資產，以保持競爭力。在這項研究中，發現是該產品為導向的製造商只有在創建關鍵資源的價值和再分配融入企業文化。此外，產品為導向的生產廠家應建立在製造業和非製造業部門的評估程序。在另一方面，以結果為導向的製造商重新分配所有資源的組織中為他們的客戶提供卓越的使用體驗，還建立了一套服務面和非服務面衡量績效指標系統。此外，結果為導向的製造業會執行的品牌建立和通路經營的，支持企業戰略。此外，台灣扣件產業能夠了解自身擁有的能耐之餘，並知悉如何踏實地實行製造業服務化。 有兩個理由說明這項研究的標的，選擇台灣扣件產業。首先，扣件產業在台灣擁有完整從上下游完整供應鏈。其次，其中在台灣一些扣件製造廠商已經成功執行製造業服務化，以加強於非價格競爭的競爭力。研究結果可分為，從能耐的角度具體探討執行內容，產品導向的服務以及結果為導向的服務之間的實際經驗。此外，這項研究指出兩種類型的產品服務化系統之間的相似與相異的能耐。 然而，這項研究的限制是，它僅選擇扣件產業。未來的研究方向可能會選擇其他行業的情況下，試圖找出這些行業中，對於製造業服務化，所需要能耐的相似性及長期觀察下，能耐擁有是否改變。 / As manufacturer adopts servitization to add value by adding services on their current value chain, the first step is always the hardest one. Thus this research aims to offer Taiwanese fastener industry insights to develop servitization. Moreover, it studies and recognizes what the key capabilities are that companies should have. This research uses the dynamic capability and operational capability, which were developed by Gebauer et al (2012) as the analytic framework. This research explores how enterprises initiate in seizing opportunities, sensing opportunities and reconfiguring corporate resources from dynamic capability perspective. Within the interview, this research hopes to discover findings on how business operations support corporate strategy. The research interview focuses on corporate culture, performance measurement systems, human resources, innovation process and organizational structures of operational capability perspective. There are two reasons why this research is focused on Taiwan’s fastener industry. Firstly, the fastener industry in Taiwan has a complete supply chain from upstream to downstream with an industry cluster. Secondly, some traditional industries such as fastener industry have adopted servitization to enhance the competitiveness for non-price competition. The results of the interviews include the capabilities that servitized companies have with the capability framework. Furthermore, the findings include practical experiences between product-oriented service and result-oriented service from capability perspective. This research also identifies the differences and similarities capabilities between two types of product-service system. Dynamic capability and operational capability are used as a framework within this research. Dynamic capability can be divided into three parts, to sense and shape opportunities and threats, to seize opportunities, and to maintain competitiveness through enhancing and reconfiguring the business enterprise’s intangible and tangible assets. During this research, the findings were that that product-oriented manufacturers only integrate corporate culture in value creation and reallocation of the key resources. In addition, product-oriented manufacturers should establish procedures for evaluation on manufacturing and non-manufacturing departments. On the other hand, the result-oriented manufacturers re-allocate all resources among the organization for a superb usage experience for their customers and also establish a set of service and non-service performance indicators for measurement systems. Additionally, the result-oriented company executes brand building and operates channels to support corporate strategy. Also, the Taiwanese fastener industry can ensure their own company's capabilities and understand how to perform servitization practically. However, this research focuses on the contents of capabilities that the companies initiate for servitization. The restriction of this research is that it only chooses the fastener industry. Future research directions may choose other industries as cases and try to find out similarities of capabilities for servitization among those industries.

產品服務系統的概念是在八十年代被提出,當時基於國際化導致各國產業日趨競爭,企業因而積極尋求更多的途徑來創造成長,而當時許多企業,如: IBM、Xerox 等,由原本的產品銷售事業逐漸 跨足服務的提供,這帶給這些企業許多市場競爭優勢,進而促使更 多不同產業的企業開始應用類似的策略實施。 有鑑於國內產業目前積極地推廣產品服務系統,以創造各個領域的產業升級,因此本研究以產品服務系統的供應鏈管理做為討論的核心,希望了解企業在產品服務系統的落實中,應如何應對這商 業模式的變化。對此,本研究採用個案研究法,首先透過文獻探討 以整理出研究的分析模型,再配合產品服務系統實施成功的國內傢 俱零售廠商做為研究個案,以進行調查。其中,分析模型主要由三個面向所構成,分別為下游供應網絡、焦點企業與上游供應網絡 , 並且在下游供應網絡的環節重點討論企業與顧客的互動模式,在焦 點企業的部分探討企業內部的管理措施,而在上游供應網絡探究企業與供應商的合作模式。 本研究發現產品服務系統的採行會直接地改變企業與顧客之間的互動關係,這促使企業必須與顧客進行密切的溝通,同時還需要積極獲取顧客的資訊。而由企業內部角度來看,則需要創造服務能力,調整績效管理模式,以及培養服務導向的組織文化。最後,企 業應與供應商應建立作業連結、資訊共享管道與誘因同盟,使彼此促成長期的合作關係,並讓整合方案能夠更效率地傳遞給顧客。 本研究透過實際案例的深入探討,了解到企業在執行產品服務系統的過程中,對於供應鏈採行了何種管理因應,其結果不但擴充 了“產品服務系統供應鏈”的理論探討,同時能夠也提供給未來相關領域的研究者與其他相關企業發展的參考。 / The concept of Product Service System (PPS) has been expanded since 1980s, when the globalization boosted the competition of various industries. Therefore, companies were longed to explore new business model to facilitate their performance within the market and at that period several companies (including IBM, Xerox) successfully obtained outstanding competitive advantages through providing service, which is derived from their product business, and formed the idea of PPS and Servitization. And so, more and more companies involve in PPS, hence PPS have already applied in numerous industries nowadays. Previously, Taiwan’s local market put a lot of emphasis on PPS, in order to promote upgrade in various industries. Therefore, this paper is aim to discover implementational insight of PSS in the perspective of supply chain management (SCM) and realize how should company responds, when facing the change of business model. In this case, this paper utilize case study methodology with analysis model, which is contrived by desk research on PPS supply chain related paper, and execute in-depth analysis on case study of local furniture retailer, which possess successfully experience in PPS. In this research, the analysis model is consisted with three major dimensions, that is upstream supply network, focal company and downstream supply network. In the aspect of upstream supply network will focus on the discussion of customer interaction, but when it comes to the aspect of focal company will put emphasis on inner management and last would be the dimension of downstream supply network with understanding of supplier relationship management in the background of PPS. The research results indicate that the application of PPS would bring direct change on the interrelationship of customer and focal company, this would cause the company to have frequent communication with customer and shall obtain customer information during interaction. And in the viewpoint of focal company, it should alter the performance evaluation model and acquire new ability of service and service-oriented culture. Last but the least, focal company should establish comprehensive operational linkages, information sharing methods and incentive alignment with supplier to deliver integrated solution to the customer efficiently. With in-depth case study, this paper unveils the SCM detail information of Servitization and the result is not only contributive toward the academic research of PPS, but also provides valuable insight for industry with further expansion on PPS.