Manufacturing companies have begun developing Product Service Systems to provide customers with enhanced product-service offerings. Transitioning to a service-oriented development process allows companies to restructure risks, responsibilities, and costs normally associated with owning products. They potentially allow companies to sell products through different channels and offer additional elements of differentiation to their competitors. However, PSS comes with a lot of challenges that manufacturing companies have struggled to overcome. Some of these challenges include switching away from traditional hardware-focused mindset and the service manufacturing paradox. This thesis focused on challenges regarding integrating services within product development processes. A Swedish manufacturing company was considered as the primary case study for investigation. 14 people from different functions were interviewed. The investigation revealed 17 challenges categorized into five main themes. These themes were lack of clear company messaging regarding services, immature service development process, sub-optimal division of tasks and responsibilities, resources issues, and lack of integration in processes. Additionally, three external companies were interviewed to investigate their service maturity level and how they were able to overcome common challenges in service integration. Based on the insights gained from both internal and external interviews three solutions were created. These solutions are new roles and updated responsibilities, a new integrated service process, and a Product-Service Readiness Level chart. Future considerations for the investigated company were also submitted to provide a guide for further development of these solutions. / Tillverkningsföretag har börjat utveckla produktservicesystem för att ge kunderna förbättrade produkttjänster. Övergången till en tjänsteorienterad utvecklingsprocess tillåter företag att omstrukturera risker, ansvar och kostnader som normalt är förknippade med att äga produkter. De tillåter potentiellt företag att sälja produkter genom olika kanaler och erbjuder ytterligare inslag av differentiering till sina konkurrenter. Men PSS kommer med många utmaningar som tillverkande företag har kämpat för att övervinna. Några av dessa utmaningar inkluderar att byta bort från traditionella hårdvarufokuserade tänkesätt och tjänstetillverkningsparadoxen. Detta examensarbete fokuserade på utmaningar när det gäller att integrera tjänster i produktutvecklingsprocesser. Ett svenskt tillverkningsföretag ansågs vara den primära fallstudien för utredning. 14 personer från olika funktioner intervjuades. Undersökningen avslöjade 17 utmaningar kategoriserade i fem huvudteman. Dessa teman var brist på tydliga företagsmeddelanden om tjänster, omogen tjänsteutvecklingsprocess, suboptimal fördelning av uppgifter och ansvar, resursfrågor och bristande integration i processer. Dessutom intervjuades tre externa företag för att undersöka deras mognadsnivå för tjänster och hur de kunde övervinna vanliga utmaningar inom tjänsteintegration. Baserat på insikterna från både interna och externa intervjuer skapades tre lösningar. Dessa lösningar är nya roller och uppdaterade ansvarsområden, en ny integrerad serviceprocess och ett diagram för produkt-tjänstberedskapsnivå. Framtida överväganden för det undersökta företaget lämnades också in för att ge vägledning för vidareutveckling av dessa lösningar.

Servitization is a popular term referring to the innovation of an organization’s capabilities and processes to better create mutual value through a shift from selling products to selling Product-Service Systems. It is generally regarded as an innovative business model with great potential for smoother revenue streams, higher profit margins and longer, more closely-knit customer relationships. It is seldom easy to reengineer the business model of an entire organization and the servitization concept does not come without risks and uncertainties. One of the biggest changes when servitizing is the ownership of products; it is no longer necessarily the customer who owns the product, but the producer. This entails new uncertainties surrounding the use and care of the product, leaving the provider with a risk because of a lack of information about how the product is being used. The technology Internet of Things (IoT) can potentially solve this problem by enabling a constant remote data flow from the products in use back to the provider. IFS, the company at which the research of this study took place, develops and supplies enterprise systems (ES) such as enterprise resource planning systems (ERP) and can be described as forward-thinking and innovative. The ERP is a central point for any manufacturing firm, governing data and enabling an organization to automate and integrate a comprehensive part of their business processes, and to produce and access information in real time. In order to build functionality which can be referred to as the “best practice”, and to make a profit doing it, ES providers, such as IFS, need to stay in touch with the market and develop attractive applications in line with the general demand. One way to do this is to collaboratively develop functionality together with customers. In recent years, IFS has developed the product IFS IoT Business Connector in such a collaborative way with a number of pioneer customers. The product enables the collection and analysis of IoT data as well as seamless integration into IFS’ other products. This has opened up possibilities to utilize IoT functionality to support a more efficient provision of services, but the continued successful development of the Business Connector in this direction entails several more collaborative ventures into many different industries. To assist in this, we have concretized how IoT can be used to support a servitization process, as well as how the market has realized and adopted this. This has rendered a conceptual model for judging the suitability of a company, based on the readiness to utilize IoT and servitization respectively. We have then presented which types of customers an ES provider should aim to collaborate with for joint development of functionality in the enterprise system, to enable IoT solutions which can support servitization. This is followed by a presentation of a short market review, and the visualization of the market in the model. From this we draw conclusions about the fit and usefulness of the model, and the market maturity in general. Finally, we present a number of suggestions on how ES providers can work to develop such support in a more efficient manner.