东方电气新能科技有限公司风电后服务业务跨部门协同机制优化研究

风电场隶属于不同部门，风电装备规格型号各异，运维服务水平参差不齐，再加上电源和电网规划不协调，风电价格机制不完善，缺乏总体发展战略以及深度协作和资源整合，客观上造成 ...

在服务数字化方面，2018年推出FreeMeso气象服务平台，提供全面的风能与气象服务；同年，发布GoldFarm风场设计服务，优化风电场规划。2017年引入的SOAMTM智慧运营管理 ...

                This study explores the preventive maintenance strategies and the challenges in implementing Overall Equipment Effectiveness (OEE) in managing the logistics truck fleet at PT KIM. The primary objective of this study is to gain an in-depth understanding of how preventive maintenance strategies are carried out within the company and to what extent the application of the OEE concept supports operational efficiency. Utilizing a qualitative approach and case study method, the research reveals that although PT KIM has implemented various preventive maintenance procedures, their effectiveness is still hindered by factors such as limited driver involvement, the absence of a reward and punishment system, and the lack of integration in reporting systems across departments. Moreover, the implementation of OEE has not been optimal due to low data integration and the use of manual reporting systems, which lead to delays in information flow and ineffective decision-making. An analysis based on the Total Productive Maintenance (TPM) theory highlights that weaknesses in administrative aspects (TPM in office) serve as a major obstacle to improving fleet performance effectiveness. The findings underscore the importance of a holistic and digitally integrated maintenance management approach as a foundation for enhancing the company’s logistics productivity and competitiveness. Therefore, it is recommended to strengthen technology-based reporting systems, implement cross-functional training, and cultivate an organizational culture that supports collaboration within the TPM framework.

Achieving circularity in high-integrity sectors—such as aerospace, wind energy, and power generation—requires more than technological innovation alone. The University of Strathclyde’s National Manufacturing Institute Scotland (NMIS), in partnership with the UK Government, is leading two major projects: ReMake Glasgow (£4.5 million) and the ReMake Value Retention Centre (£10.5 million). These projects recognize that maximizing the circular opportunity for high-integrity sector products demands a system-wide, transdisciplinary approach and cross-sector learning. One use case within the projects, focused on energy compressor systems, where technology development was integrated with a supportive business model and a Digital Product Passport (DPP) system to enable a new remanufactured product. This approach has created the conditions necessary to accelerate circularity in this high-value sector, where durability, safety, and performance are paramount. It also provided an opportunity for other sectors to learn from this success. High-pressure cold spray, laser cladding, and high-velocity oxygen fuel (HVOF) thermal spray were extensively trialed using new material compositions, of WC-CoCr and a Nickel binder matrix. These trials delivered a 9-fold improvement in wear resistance, a 3-to-4-fold increase in low-cycle fatigue life, and a 17% reduction in manufacturing costs. While these innovations enhance product lifecycles, technology alone did not drive the systemic change required for circularity. To support and scale these advancements, a servitisation business model is now considered. Due to the increased performance of the materials, it has been demonstrated that the current business model can shift from traditional product sales to service-based offerings, where the compressor manufacturer retains ownership of assets and provides maintenance, remanufacturing, and repair services throughout the product’s lifecycle. This model can incentivize sustainable practices by aligning revenue streams with product longevity and embedding circularity into business operations, creating cross-sector adoption pathways. Additionally, a Digital Product Passport (DPP) system was developed to enhance traceability and lifecycle management by consolidating product data—such as repair history, spare parts availability, in-process remanufacturing data, and compliance records—into a centralized digital record. The DPP enables suppliers and customers to make informed decisions about product history. This transparency and data accessibility were crucial for supporting regulatory compliance, quality assurance, and seamless cross-industry collaboration. Skills, policy and other disciplines were also included to ensure a transdisciplinary approach. This paper highlights how a holistic, system-driven approach is essential to transforming the future of high-integrity manufacturing towards circularity.

This study investigated the role of Artificial Intelligence (AI) in enhancing Return on Investment (ROI) through synergized deployment across human resources (HR), marketing, and finance functions. While previous research emphasized isolated AI advantages in individual departments, this study explored the compounded effects of cross-functional AI alignment, addressing a critical gap in enterprise AI strategy literature. Using thematic synthesis from 28 scholarly sources and empirical data from industry case studies, the research analysed performance metrics such as revenue growth, cost reduction, employee productivity, marketing conversion rates, and financial forecasting accuracy. Findings revealed that integrated AI adoption led to a 20-30% increase in operational efficiency alongside the 75% greater ROI improvements, underscoring the transformative potential of cross-departmental AI synergy. Key organizational enablers included executive support, robust data integration platforms, cross-functional collaboration frameworks, and ethical AI governance protocols. Conversely, persistent barriers such as departmental data silos, skill gaps in interdisciplinary AI application, and workforce resistance to automation hindered optimal outcomes. The study further identified that companies with strong interdepartmental collaboration and ethical readiness achieved 40% higher AI-driven performance gains compared to peers. Strategic recommendations emphasized leadership-led integration initiatives, scalable data governance models, and tailored upskilling programs to bridge competency gaps. The study concluded that AI’s enterprise value is maximized not through fragmented optimization but through ethically managed, organization-wide synergy. 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The modern post-industrial stage of development of the market economy is characterized by the gradual transition of market power from producers of products or services to consumers. Under such conditions, the struggle for the customer forces logistics companies to increase the level of logistics service and develop strategies based on a compromise between the costs associated with the provision of logistics services and the level of logistics service provided to customers. In this regard, there is a need to develop adequate methods and approaches to assessing the required level of logistics service and its impact on the achievement of the company’s strategic goals. The study discloses organizational and methodological approaches to the development of a logistics service system based on a set of target indicators (key indicators for evaluating logistics service) aimed at achieving the selected strategic task of the company’s logistics. Methods of economic, statistical, and mathematical modeling, and system analysis were used as research tools. The paper proposes a methodology for the formation of a logistics service system, built by the MAI method within the framework of the general policy of the company for logistic customer service. Its approbation of the example of the company “Sfera-Avto” showed that the chosen operational policy in the field of customer service, taking into account the most significant alternatives, corresponds to the chosen strategic objective of the company’s logistics, namely “minimization of the cycle of the fulfillment of customer orders”. The choice made is reflected in the company’s logistics from the strategic level (building a strategic map of the logistics department and forming a balanced system of logistics indicators) to the operational level (performing logistics operations within the framework of implemented business processes).

Total Service Quality (TSQ) at the front office is a critical element in every super-specialty hospital-integral to the hospital's administrative function. The backbone of its operations is a well-coordinated team of front-office executives responsible for planning, supervising, and efficiently managing hospital operations while maintaining daily coordination with all departments. As the initial point of contact for patients, these executives require continuous training and development to enhance patient happiness. Aligning training programs with high-quality service delivery is essential for improving productivity across-both the front and back ends of-the hospital, crucial for maintaining service standards. In this context, the primary aim of the study is to measure the overall service quality of the administration staff and its impact on patient satisfaction in super-specialty hospitals. The primary data was collected by an ordered random sampling without replacement method [ORSWRM] gathered from 100 respondents in Bengaluru city. The findings of the study highlights factors such as timely service delivery, adherence to prescribed treatments, complaint resolution, patient attention, and staff's communication skills are vital in realizing the hospital's vision, mission, goals, and objectives making TSQ a tangible reality.

Coordinating service capacity with dynamic varying, market-driven customer demand in a service business imposes correlating and synchronizing front-office and back-office processes - the first addressing customer relationship management and the second inventory planning, forecasting demand, analytics, and strategic decision making. Front office management (FOM) contributes substantially in coordinating the services requested by guests, and needs to be integrated in an Operations Management Software system specific for hotel business. Research efforts are currently directed towards automating repetitive, time consuming operations included in front office processes that are in great number, initiated by random events and customer actions with variable timing. The paper presents a solution to automate FOM operations that are kept consistent with the business strategy of the organization, and assist front-office workflows involving customers (service requests, service quality assessment) and front line personnel (registration, check in, check out, taxation and invoicing). The solution is based on the Robotic Process Automation (RPA) technology extended with AI-based functionalities for the intelligent process automation and integration with back-office workflows.

Abstract The objective of this research is to understand the effectiveness and efficiency of front office services at XYZ Institution in Bekasi City. The study also aims to identify the challenges in front office services, including the innovative strategies used by the front office to provide solutions for operational challenges in front office services at XYZ Institution in Bekasi City. This research employs a descriptive qualitative approach to provide an in-depth description and analysis of the existing data and issues. The qualitative method is based on Firsthand or supplementary information. Firsthand information obtained through examination, interviews, documentation. Although supplementary information is obtained from books, studies, and articles related to the research. The findings of this research indicate that the front office service procedures at XYZ Institution in Bekasi City begin with staff providing information on requirements, followed by the recording of administrative documents, which are verified and copied onto a disposition paper before being forwarded to the back office. However, the strategy for service transparency is still suboptimal due to the lack of technology implementation that facilitates the transfer and verification of documents across divisions. The main obstacle in this service is the absence of a web portal system, leading to manual coordination and the risk of documents being misplaced or lost. The solution to this problem is the implementation of web-based technology that can enhance efficiency and transparency.   Keyword: Front Office, Service, Obstacle  

To explore the configurations of the central government’s core and non-core financial management information systems (FMIS) interoperability and e-service delivery, highlighting the role of FMIS as a strategic backbone for broader digital transformation efforts. Using cluster analysis on data from the World Bank’s 2022 GovTech Maturity Index, we examine a sample of 105 countries with a high coverage of core and non-core FMIS functions. We examine the coexistence of different levels of FMIS interoperability and e-service delivery to map prevailing configurations across central governments. Our findings point to a diverse configuration of FMIS interoperability and e-service delivery in different economies. Each configuration represents a distinct arrangement of how central governments have implemented and connected their financial management systems with digital service platforms. Four distinct configurations emerge from the analysis, reflecting combinations of interoperability and e-service development, allowing for a nuanced view of the role of FMIS towards broader digital transformation. The study adopts a cross-sectional design, focusing on central governments only. It does not address causal mechanisms or the role of regional/local FMIS, and contextual factors influencing e-service effectiveness remain outside its scope. Future longitudinal and qualitative research is needed to trace transitions between configurations and test the conditions that trigger them. The findings highlight the relevance of a proper strategy for FMIS interoperability to support a sustainable e-service programme, informing international development organisations about this current Achilles’ heel for digital governance. The findings reinforce the role of accounting-related digital transformation in enhancing the overall effectiveness of public sector governance, benefiting society as a whole. This is among the first empirical studies to systematically analyse the configurations of FMIS interoperability and e-service across a large global sample. It reframes FMIS not only as a back-office tool but as a strategic enabler of digital government, advancing the literature on digital transformation by applying a punctuated equilibrium perspective to highlight non-linear development trajectories.

Post-pandemic tourist hotels confront simultaneous demand contraction and cost escalation. Drawing on value-chain theory and service-sector information systems (IS) literature, the authors propose a data-driven cost-control framework that links front-desk, housekeeping, food-and-beverage, and back-office workflows. A multi-input/multi-output panel was first constructed from listed-hotel annual reports and on-site surveys; cost-efficiency and driver weights were then simultaneously estimated by Data Envelopment Analysis (DEA) and Analytic Hierarchy Process (AHP). Relative efficiency scores reveal that 32% of properties operate under increasing returns to scale, while cross-departmental collaboration contributes 1.7-times more to total-factor productivity than isolated technological investment. Hidden resource waste—undetectable under traditional accounting—is quantified and traced to three inter-process hand-offs, providing IS-based improvement paths.

With the development of big data, cloud computing and 5G digital technology, smart finance has emerged. The use of modern information technology to create a smart financial management system to transform and upgrade the original financial management system of the hospital has become an indispensable part of the effective operation and management of public hospitals. The article focuses on the current problems in the development of smart finance in public hospitals, plans the smart finance space from the front, middle and back office, and proposes a financial resource allocation mechanism from the perspective of smart finance. In the performance evaluation analysis of smart financial construction, the weights of the professional level of accounting personnel, financial accounting, comprehensive budget management situation, medical revenue management, outpatient satisfaction, and the standardisation of data sets are 0.1067, 0.0857, 0.0670, 0.0630, 0.0512, and 0.0476 in that order. The weights of cultivating human resources, consolidating the hospital's financial foundation work, strengthening comprehensive budget management, promoting data standardisation and enhancing patient satisfaction are important ways to promote the development of smart financial construction in hospitals. The purpose of this paper is to provide reference and reference for the financial revenue management of public hospitals, to help hospitals optimise the management process, to improve the quality of service and to ensure financial security.

Purpose: Internal communication in municipal offices is an important factor that affects the quality of the services provided by this organisation. The article uses factor analysis to identify the quality factors of internal communication between front-office and back-office staff and, on this basis, identifies problems in this communication and also proposes improvement measures. Design/methodology/approach: The paper identifies latent factors of the quality of internal communication between front-office and back-office employees of a selected municipal office. The identified factors were used to assess the level of internal communication quality between front-office and back-office employees. Findings: Based on factor analysis, latent factors of the quality of internal communication between front-office and back-office employees were identified and, on this basis, the level of quality of internal communication between the surveyed municipal office employees was assessed and problems in this communication were identified. Research limitations/implications: The main limitation of the article is that it is based on one case of an organisation. Future research will need to be conducted in more organisations to find out whether the same result can be achieved. Practical implications: The research conducted identified three latent factors of the quality of internal communication between front-office and back-office staff in one municipal office. These factors include: cooperation between front-office and back-office staff, assurance and responsiveness. The identified factors were used to assess the level of quality of internal communication between front-office and back-office staff. The worst-rated factor is collaboration between the employees surveyed (2.26), better assurance (3.67), while responsiveness is the best (3.97). Originality/value: To date, the level of quality of internal communication between front-office and back-office employees has not been assessed in municipal offices. It is difficult to find research results in the system that are effective and effectively ensure the effectiveness of communication between front-office and back-office employees. Keywords: internal communication, service quality, front-office employees, back-office employees, municipal office. Category of the paper: case study.

The article discusses the main forms of communication organization and issues of managing business ecosystems based on them. The goal is to explain the concept of a “business ecosystem”, identify its main types and provide the most complete typology for today. The historical roots of the term “business ecosystem” are considered, the key characteristics of this business model are analyzed. The main types of ecosystems are identified, which are combined into a common classification model. The authors have identified three main blocks for transmitting information in the business ecosystem: a back office with its own services, a back office with third-party services, as well as a front office containing interfaces for interacting with consumers. All blocks are connected by a corporate bus, which acts as an integration mechanism for all services and applications of the business ecosystem. Special attention is paid to customer interaction through omnichannel – combining all communication channels of the business ecosystem into a single system. The formation of an effective communication system is aimed at creating an effective exchange of information between the partners of the business ecosystem and achieving its strategic goals. Digital communications allow companies to be more flexible, efficient and competitive in the market. The main advantages and disadvantages of the ecosystem model of development are highlighted. The study contains important information for companies that seek to increase their revenue by expanding the range of goods or services and providing maximum consumer value to their customers.

CRM can be seen as a way to achieve competitive advantage. Moreover, CRM is about identifying a company’s best customers and maximizing the value from them by satisfying and retaining those. Therefore, the definition for CRM is “A business strategy to manage interactive customer relationships to optimize long-term customer value and satisfaction”. The aim of this study is to identify and seek the opinion of the marketing and technical people in service and manufacturing organizations with regard to influence of information technology on CRM implementation. The views of the two different categories of executives in different organizations are analyzed and presented. Eleven factors which influence the implementation of CRM with regard to information technology have been identified. Based on the opinion of the respondents, it is identified that integrated information systems, fast customer response and the structure of information systems are the first three important factors. The study concludes that providing integrated information systems, connecting front office and back office and providing value added interactions are some of the recommendations to implement CRM technology into the organizations.

The strategic approach of the management of the innovation process implies choosing from a multitude the most relevant opportunities and threats, which are truly important for the evolution of the banking products market, taking into account the ability of banks to launch profitable innovation activities. The achievement of this objective falls within the SWOT analysis methodology and tools. In order to determine the prospects for innovation on the banking products/services market, the SWOT methodology was adapted to the specifics of the banking innovation process. Thus, for the analysis and evaluation of the innovative process on the market of banking products in the Republic of Moldova, the internal and external environments of the innovative banking process were explored. The results of the media exploration served as the basis for the development of a questionnaire with the help of which was conducted a survey among experts - specialists from banks, both in the ICT field, as well as product manager specialists from the back-, head- and front office. The research of experts’ opinions focused on the identification and evaluation of external factors that represent innovation opportunities/threats at the current stage, as well as the evaluation of the innovation potential and re-sources of banks through the lens of the 6 dimensions of the innovation process, namely: the revenue model, the concept of product/service delivery, customer interaction, delivery channels and delivery organization. Thus, the strengths and weaknesses of the banks were identified and evaluated, which, in interaction with the innovation opportunities and threats, allowed the formulation of strategic innovation directions in the market of banking products.