Deficits in the implementation of sustainable service systems (3S) can be traced back to two reasons in Demand Side Management

• The actors of the value network do not co-operate intensively to create 3S.
• The three sustainability dimensions as well as synergies and trade-offs are not sufficiently taken into account.

What are suitable co-ordination mechanisms to assure 3S for the final customer?

Co-operative efforts of all actors in the value network become crucial for two reasons:

• Sustainability must be respected by all actors in the value network
• Service systems cannot be created through one single actor in the network.

Co-operation is not only vital during the production stage, but especially in design which determines ecological, economic and social effects in production as well as possible multiplication effects and trade-offs in sustainability. It is especially important to involve the final customer into this design process.

Relationships between different actors in the value network are thus an important aspect. Their interactions may lead to the desired co-operative behaviour if adequate co-ordination mechanisms are in place. Suitable co-ordination mechanisms such as

• Control
• Incentives
• Support
• Trust

are reflected concerning to which extent they serve as enablers for sustainability. Furthermore, it will be discussed, what kind of methodology would be useful to develop services systematically and strategically within these networks.

To illustrate the theoretical reflections, an example is given from the textile industry. Textile networks are characterised by fast changing fashion cycles and short customer-supplier relationships where co-operation is a foreign word. Nevertheless, examples from these networks show initiatives for service systems.

The framework conditions and obstacles will be explained in relation to the example.

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Last updated: 13 June, 2001