Abstract With the rapid advancement of modern information technology, the convergence of manufacturing and service industries has become a dominant trend in contemporary industrial development, driving global industrial transformation. The two sectors now coexist in an integrated ecosystem characterized by mutual dependence, interaction, and synergy. This integration continuously fosters new industries and business models, facilitating the shift from a product-based economy to a service-oriented one, and reshaping modern production systems.
The integration of manufacturing and service industries is reflected in six key trends. Understanding these trends is crucial for shaping economic strategies, upgrading manufacturing capabilities, and accelerating the growth of the service sector.
Trend 1: Manufacturing Service and Service Manufacturing Develop Opposite Industry Characteristics
The trend toward manufacturing services is evident in both input and output. For example, approximately 70% of the costs in manufacturing firms come from service inputs, with nearly 70% of productive service demand originating from the secondary industry. In developed countries, producer services account for 60–70% of total services, while productive services make up about 43% of GDP. On the other hand, the value-added structure of industrial products increasingly favors services like R&D, design, and logistics, with many multinational companies shifting their focus to service-based operations. Over 20% of manufacturing firms derive more than half of their revenue from services, effectively transforming them into service enterprises.
Meanwhile, the rise of service manufacturing shows that service industries are deeply embedded in manufacturing. Service providers, particularly those in finance, logistics, and R&D, have become key players in supporting manufacturing. Some service firms, such as R&D companies or logistics operators, leverage their high-end expertise to establish manufacturing facilities, aiming to capture greater value along the supply chain.
This integration has transformed traditional industrial value chains into converged ones, blending manufacturing and service components. These new value chains offer broader profit margins and greater growth potential, leading to significant structural upgrades at the industrial level.
Trend 2: Service Outsourcing Becomes the Main Method
Service outsourcing has emerged as a primary driver of global service expansion, deepening the division of labor between manufacturing and service industries. It enhances specialization, strengthens links between sectors, and boosts the scale, internationalization, and marketization of the service industry. At the same time, it improves productivity and competitiveness in manufacturing, becoming a critical tool for enhancing core capabilities.
越æ¥è¶Šå¤šçš„åˆ¶é€ ä¼ä¸šå°†å†…部æœåŠ¡å¤–包给专业æœåŠ¡å•†ï¼Œä»¥é™ä½Žæˆæœ¬ã€ä¸“æ³¨æ ¸å¿ƒä¸šåŠ¡å¹¶æå‡ç«žäº‰åŠ›ã€‚è¿™ç§å¤–包模å¼å·²æˆä¸ºåˆ¶é€ 业与æœåŠ¡ä¸šèžåˆçš„主è¦æ–¹å¼ï¼Œä¸¤è€…呈现出显著的共生关系。éšç€åˆ¶é€ 业与æœåŠ¡ä¸šçš„深度èžåˆï¼ŒæœåŠ¡ä¸ä»‹æŠ•èµ„å¢žåŠ ï¼ŒæŽ¨åŠ¨äº†å…¨çƒç”Ÿäº§ç½‘络ä¸å„类生产性æœåŠ¡çš„å‘展。2012å¹´å…¨çƒæœåŠ¡å¤–包市场规模达到9750亿美元，预计到2020年将达到1.65万亿至1.8万亿美元。
Trend 3: Agglomeration and Matching Become an Industrial Organization Form
Industrial agglomeration is not only a common feature of manufacturing and service industries but also a major organizational model for their integration. Industrial parks and clusters often serve as key platforms for this convergence. For instance, in a pharmaceutical cluster, multiple manufacturers are supported by R&D, logistics, finance, and intellectual property services, creating a comprehensive support system that promotes healthy industry development.
Such agglomeration reduces costs—like infrastructure, talent, and transaction expenses—while increasing market opportunities and fostering collaboration. It also supports the growth of producer services, enhances industry competitiveness, and drives regional economic transformation.
Trend 4: The Entire Value Chain Becomes a Profit Growth Model
As the integration of manufacturing and service industries deepens, new technologies and business models continue to emerge, redefining the value chain. Activities such as production, marketing, and after-sales services are increasingly focused on service-oriented processes. Most of the value is created in research, procurement, and distribution phases, with service industries playing a central role. Their efficiency and profitability significantly impact the entire industry, making them a key determinant of overall value creation and control.
Trend 5: Information Technology Becomes a Technological Carrier
Information technology acts as a catalyst for the integration of manufacturing and service industries. Since the 1990s, innovations like smart manufacturing, e-commerce, and online banking have emerged, driving deeper integration and expanding its scope. The lines between manufacturing and services are blurring, creating a “you-have-me, I-have-you†relationship. Companies like IBM and GE are leveraging IT to enhance service offerings and integrate digital solutions into their operations.
Trend 6: Production City Integration Becomes an Implementation Model
The integration of production and cities has become a mainstream model for modern industrial parks. When planning these areas, developers focus not only on industrial support but also on surrounding living facilities, creating a livable environment for workers. Catering, hotels, shopping centers, and residential areas form a lifestyle circle around the industry, promoting the integration of manufacturing and local service sectors.
(Professor Wang Xiaohong, China International Economic Exchange Center)
The integration of manufacturing and service industries is reflected in six key trends. Understanding these trends is crucial for shaping economic strategies, upgrading manufacturing capabilities, and accelerating the growth of the service sector.
Trend 1: Manufacturing Service and Service Manufacturing Develop Opposite Industry Characteristics
The trend toward manufacturing services is evident in both input and output. For example, approximately 70% of the costs in manufacturing firms come from service inputs, with nearly 70% of productive service demand originating from the secondary industry. In developed countries, producer services account for 60–70% of total services, while productive services make up about 43% of GDP. On the other hand, the value-added structure of industrial products increasingly favors services like R&D, design, and logistics, with many multinational companies shifting their focus to service-based operations. Over 20% of manufacturing firms derive more than half of their revenue from services, effectively transforming them into service enterprises.
Meanwhile, the rise of service manufacturing shows that service industries are deeply embedded in manufacturing. Service providers, particularly those in finance, logistics, and R&D, have become key players in supporting manufacturing. Some service firms, such as R&D companies or logistics operators, leverage their high-end expertise to establish manufacturing facilities, aiming to capture greater value along the supply chain.
This integration has transformed traditional industrial value chains into converged ones, blending manufacturing and service components. These new value chains offer broader profit margins and greater growth potential, leading to significant structural upgrades at the industrial level.
Trend 2: Service Outsourcing Becomes the Main Method
Service outsourcing has emerged as a primary driver of global service expansion, deepening the division of labor between manufacturing and service industries. It enhances specialization, strengthens links between sectors, and boosts the scale, internationalization, and marketization of the service industry. At the same time, it improves productivity and competitiveness in manufacturing, becoming a critical tool for enhancing core capabilities.
越æ¥è¶Šå¤šçš„åˆ¶é€ ä¼ä¸šå°†å†…部æœåŠ¡å¤–包给专业æœåŠ¡å•†ï¼Œä»¥é™ä½Žæˆæœ¬ã€ä¸“æ³¨æ ¸å¿ƒä¸šåŠ¡å¹¶æå‡ç«žäº‰åŠ›ã€‚è¿™ç§å¤–包模å¼å·²æˆä¸ºåˆ¶é€ 业与æœåŠ¡ä¸šèžåˆçš„主è¦æ–¹å¼ï¼Œä¸¤è€…呈现出显著的共生关系。éšç€åˆ¶é€ 业与æœåŠ¡ä¸šçš„深度èžåˆï¼ŒæœåŠ¡ä¸ä»‹æŠ•èµ„å¢žåŠ ï¼ŒæŽ¨åŠ¨äº†å…¨çƒç”Ÿäº§ç½‘络ä¸å„类生产性æœåŠ¡çš„å‘展。2012å¹´å…¨çƒæœåŠ¡å¤–包市场规模达到9750亿美元，预计到2020年将达到1.65万亿至1.8万亿美元。
Trend 3: Agglomeration and Matching Become an Industrial Organization Form
Industrial agglomeration is not only a common feature of manufacturing and service industries but also a major organizational model for their integration. Industrial parks and clusters often serve as key platforms for this convergence. For instance, in a pharmaceutical cluster, multiple manufacturers are supported by R&D, logistics, finance, and intellectual property services, creating a comprehensive support system that promotes healthy industry development.
Such agglomeration reduces costs—like infrastructure, talent, and transaction expenses—while increasing market opportunities and fostering collaboration. It also supports the growth of producer services, enhances industry competitiveness, and drives regional economic transformation.
Trend 4: The Entire Value Chain Becomes a Profit Growth Model
As the integration of manufacturing and service industries deepens, new technologies and business models continue to emerge, redefining the value chain. Activities such as production, marketing, and after-sales services are increasingly focused on service-oriented processes. Most of the value is created in research, procurement, and distribution phases, with service industries playing a central role. Their efficiency and profitability significantly impact the entire industry, making them a key determinant of overall value creation and control.
Trend 5: Information Technology Becomes a Technological Carrier
Information technology acts as a catalyst for the integration of manufacturing and service industries. Since the 1990s, innovations like smart manufacturing, e-commerce, and online banking have emerged, driving deeper integration and expanding its scope. The lines between manufacturing and services are blurring, creating a “you-have-me, I-have-you†relationship. Companies like IBM and GE are leveraging IT to enhance service offerings and integrate digital solutions into their operations.
Trend 6: Production City Integration Becomes an Implementation Model
The integration of production and cities has become a mainstream model for modern industrial parks. When planning these areas, developers focus not only on industrial support but also on surrounding living facilities, creating a livable environment for workers. Catering, hotels, shopping centers, and residential areas form a lifestyle circle around the industry, promoting the integration of manufacturing and local service sectors.
(Professor Wang Xiaohong, China International Economic Exchange Center)
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