No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Short Essay on the Literature Review of the Service Supply Chain
Abstract
Purpose: This study aimed to examine the concrete type of service supply chain, which has been remaining on a conceptual level in previous studies. For this purpose, this study analyzed the differentiation of service supply chain, which could be hardly explained by the traditional manufacturing supply chain architecture. Design/methodology/approach: The research method was conducted through in-depth literature review. It was intended to identify the structure and characteristics of the service supply chain through an in-depth literature review in the service and supply chain fields. Findings: The service industry is made up of a wide range of fields and has various characteristics. The characteristics of the service industry are expected to be more diverse and complicated depending on the tangibility spectrum or servitised degree of the combination of tangible products and intangible services. According to the literature review, remarkable differences were shown between the type of the traditional manufacturing-oriented supply chain and that of the logistics service supply chain in respect of industrial architecture and direction of the entities in the supply chain. Research limitations/implications: This study cannot suggest general service supply chain types through literature review. The reason may be that it was difficult to generalize the types of service supply chains due to the diversity of the service industry and the characteristics of services that are different from tangible products. It was also difficult to apply the methodology to scientifically distinguish service supply chain to the traditional supply chain. Originality/value: The research results of this study on the service supply chain are meaningful in both academic and practical aspects. Academically, it provides the foundation for research on the service supply chain structure. In practice, it suggests the possibility that service companies can also use supply chain management as a business strategy.
ResearchGate has not been able to resolve any citations for this publication.
Purpose: This study analyzes the production inducement effect and industrial linkage structure of the land transport
industries using input-output analysis. In particular, the focus of research is to confirm the link between the land
transport industries and the distribution industry in the industrial linkage structure.
Design/methodology/approach: The methodology is used by Input-Output Analysis. The analysis focus is calculated
the backward linkage effect (BL) and forward linkage effect (FL) using Input Coefficient and Production
Induced Coefficient. The analysis data was applied to Korean time-series data from 2000 to 2014 from the World
Input-Output Database (Released November 2016).
Findings: In Korea, most domestic transportation needs are land transport, and storage services are also provided
in conjunction with this. Therefore, it was found that wholesale and retail businesses (G46, G47) in the distribution
industry are widely used as intermediary goods. Without the expansion and development of land transport service
networks and courier service facilities in Korea, the current chaos caused by COVID-19 would have intensified.
Research limitations/implications: The limitation of the study was that reliable data from the WIOD were used
but failed to exclude the passenger sector contained in the land transport industries data. Therefore, it is necessary
to secure more pertinent data and industrial classifications embodied in the land transport industries. Furthermore,
with additional research direction, we analyze the structure of the forward and backward industries of each country's
logistics industry and propose establishing the logistics service supply chain concept.
Originality/value: Through this study's results, effective industrial policy establishment will be possible considering
industries with high production inducement effect to forward and backward industries by the shipping and land
transport industries. This study has a meaningful implication that it provides a foundation for understanding the
industrial structure linked to the distribution and land transport industries.
While the previous literature overlooks value-added service in a closed-loop supply chain (CLSC), we consider new research problems with embedding value-added service into remanufacturing models. In this paper, we mainly study the role of value-added service in a CLSC and investigate how the value-added service influences profits and other decision variables. Then, we evaluate the performance of the CLSC in different
service structures, where a manufacturer or a retailer provide the value-added service. Systematic comparisons and numerical studies show that the
supply chain is more effective when service is provided by a manufacturer rather than by a retailer. Also, value-added service improves the whole
supply chain performance and plays a regulatory role in a CLSC and influences the decisions of supply chain members. We also show that while a
service cost-sharing mechanism can only optimise rather than achieve the supply chain coordination, and the degree of optimisation depends on
cost-sharing percentage, the two-part tariff contract can be an effective mechanism to coordinate decentralised service scenarios by generating the
same supply chain performance in a centralised service architecture model.
The purpose of this paper is to develop an approach to analyze and improve business processes of a service supply chain (SSC), through a real case study. Within this framework, the paper suggests an approach based on the DMAIC (Define-Measure-Analyze-Improve-Control) method of Six Sigma-that combined Business Process Management (BPM), Supply Chain Operations Reference (SCOR), root cause analysis tree diagram, and Characteristics of Smart Supply chain-to improve one chosen business process of the Moroccan retirement supply chain. Based on this case study, the paper shows that the suggested approach identifies the malfunctioning causes for the studied business process, improves its behavior and manages its control. The approach is detailed, and it combines methods which are not complicated, so it can be used by academics and organization's managers. More case studies can be used to more thoroughly evaluate the presented approach.
The information and communication technology (ICT) industry affects other industries and economic sectors through technology diffusion and information transformation. This study uses input–output (IO) table to examine the industrial impact and competitive advantage of the ICT industry in China from 2002 until 2012. We concluded that (1) the ICT industry has partially higher industrial impact and competitive advantage over the non-ICT industry. The results of this study imply that promoting the ICT industry could help boost China’s economy, and investing offered possibilities for gaining more benefits compared to the non-ICT industry.
In recent years, the interdisciplinary research of supply chains and sustainability has received extensive, yet gradual, attention; when compared to the rapid economic growth of the service industry, however, sustainable supply chain management has not been systematically explored yet. It has not only great theoretical significance, but also positive practical significance to provide a framework for the operation of a sustainable service supply chain from a sustainable development point of view. Based on the triple bottom line (TBL), we have analyzed related sustainable supply chain management research between 2006 and 2015, reviewed papers involving two or three bottom lines as well, and then introduced some classical frameworks for manufacturing supply chain management and service supply chain management. Afterward, by analyzing the differences between the manufacturing and service industries, we propose a framework of sustainable service supply chain management (SSSCM). Based on the impacts of sustainable development TBL on service supply chain participants, we have finally made a framework for sustainable operation facing triads service supply chain and proposed a future research agenda.
Developing and accessing a measure of sustainable service supply chain management (SSSCM) performance is currently a key challenge. The main contributions of this study are two-fold. First, this paper provides valuable support for SSSCM regarding the nature of network hierarchical relations with qualitative and quantitative scales. Second, this study indicates the practical implementation and enhances management effectiveness for SSSCM. The literature on SSSCM is very limited and performance measures need to have a systematic framework. The purpose of this study is to develop and evaluate the SSSCM importance based on aspects i.e., environmentally conscious design, environmental service operations design and environmentally sustainable design. This paper developed a hierarchical network for SSSCM in a closed-loop hierarchical structure. A generalized quantitative evaluation model based on the Fuzzy Delphi Method and Analytical Network Process were then used to consider both the interdependence among measures and the fuzziness of subjective measures in SSSCM. The results indicate that the top-ranking aspect to consider is that of environmental service operation design, and the top criteria is reverse logistics integrated into service package
Since the introductory article for what has become known as the “service-dominant (S-D) logic of marketing,” “Evolving to
a New Dominant Logic for Marketing,” was published in the Journal of Marketing (Vargo, S. L., & Lusch, R. F. (2004a)), there
has been considerable discussion and elaboration of its specifics. This article highlights and clarifies the salient issues
associated with S-D logic and updates the original foundational premises (FPs) and adds an FP. Directions for future work
are also discussed.
KeywordsService-dominant logic-New-dominant logic-Service
Despite the extensive amount of academic work devoted to supply chain management, today the structure of service supply chains still remains unexplored. The aim of this paper is to verify and explain this gap with regard to the unique nature of the services industry and the applicability of existing supply chain management literature to service businesses. This paper develops a new model for service supply chains and applies it to the healthcare industry. The results of this study are relevant both to practitioners in the services industry and to researchers conducting further studies in the field.
The extraordinary importance of the services sector for the economy both in production and employment cannot be denied. As a result, there have been both demands for an increase in Service Operations Management (SOM) research since the 1980s on the one hand, and, on the other, predictions that such an increase will take place [e.g.: Buffa, E.S., 1980. Research in Operations Management. Journal of Operations Management 1 (1), 1–8; Miller, J.G., Graham, M.B.W., Freeland, J.R., Hottenstein, M., Maister, D.M., Meredith, J., Schmenner, R.W., 1981. Production/Operations Management: agenda for the 80s. Decision Science 12 (4), 547–571; Mabert, V.A., 1982. Service Operations Management: research and application. Journal of Operations Management 2 (4), 203–209; Amoako-Gyampah, K., Meredith, J.R., 1989. The Operations Management research agenda: an update. Journal of Operations Management 8 (3), 250–262; Chase, R.B., 1996. The mall is my factory: reflections of a service junkie. Production and Operations Management 5 (4), 298–308; Pannirselvam, G.P., Ferguson, L.A., Ash, R.C., Siferd, S.P., 1999. Operations Management research: an update for the 1990s. Journal of Operations Management 18 (1), 95–112; Roth, A.V., Menor, L.J., 2003. Insights into service Operations Management: a research agenda. Production and Operations Management 12 (2), 145–164; Slack, N., Lewis, M., Bates, H., 2004. The two worlds of Operations management research and practice. Can they meet, should they meet? International Journal of Operations and Production Management, 24 (4), 372–387]. And yet, the amount of SOM research done in OM research has still only been minimal. This contradiction calls for an in-depth study of the state of affairs of SOM research, and we have conducted just such a study in 10 of the most relevant and representative outlets in the OM field, as well as in pipeline research (Proceedings of the POMS, DSI and EurOMA Conferences). Our results aim to provide answers to the following questions, amongst others: (1) Is greater importance now attached to SOM research within OM research? (2) What are the main topics of research? Are they the same topics that have been proposed in SOM research agendas? (3) What methods are used in SOM research? (4) What are the most commonly studied sectors of economic activities? (5) Are there any differences from OM research in terms of content and methods? Some of our findings show that although a growth in SOM research had been predicted in earlier studies, there is still only a minimal amount done (7.5% of OM research); seven topics command 61.5% of SOM research, which (with some exceptions) is consistent with SOM research agendas; there is more research done on strategic issues than on tactical/operational issues; models and simulations are still more common than empirical research, but trends point to a shift to the latter; the majority of research focuses on a specific sector, and three sectors account for 50% of the total; there is a clear connection between type of journal and type of research, research method and sector of activity.
In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous. Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management. This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.
The services industry, especially the professional sector in the auditing, accounting, and financial consulting, was and still is moving toward globalization. This move was characterized by the cooperation between headquartered US firms such as the Big-five and other related firms all over the world. The result was increasing the efficiency and effectiveness. In addition, it satisfied the multinational companies by providing the service required by the branches of those multinational clients. The efficiency and effectiveness of globalization is not a simple issue. Several factors are involved to achieve this issue. One important factor is balancing the trade-off between decreasing the costs and increasing the quality of the services rendered. The paper proposes one way to achieve this balancing is by the appropriate coordination between the headquarters and their branches.
Services have become increasingly important as the driving force in the U.S. economy. However, there has been little research to date on services supply chains. It is believed that service businesses can benefit by applying some best practices from manufacturing to their processes. However, the inherent differences in services create a need for supply chain management tools specific to the services sector. This article documents the growing importance of the services sector and of services purchasing. Next, it develops a supply chain framework appropriate for a services supply chain by comparing and contrasting the applicability of three product-based manufacturing models: Global Supply Chain Forum Framework, SCOR and Hewlett-Packard's Supply Chain Management Model. Finally, this research describes the challenges for procurement professionals managing purchases for a services supply chain and provides suggestions for use of supply chain management theory, and practices for improvement.
Diverse businesses, such as garbage collection, retail banking, and management consulting are often tied together under the heading of “services”, based on little more than a perception that they are intangible and do not manufacture anything. Such definitions inadequately identify managerial and operational implications common among, and unique to, services. We present a “Unified Services Theory” (UST) to clearly delineate service processes from non-service processes and to identify key commonalities across seemingly disparate service businesses. The UST defines a service production process as one that relies on customer inputs; customers act as suppliers for all service processes. Non-services (such as make-to-stock manufacturing) rely on customer selection of outputs, payment for outputs, and occasional feedback, but production is not dependent upon inputs from individual customers. The UST reveals principles that are common to the wide range of services and provides a unifying foundation for various theories and models of service operations, such as the traditional “characteristics of services” and Customer Contact Theory. The UST has significant operational corollaries pertaining to capacity and demand management, service quality, services strategy, and so forth. The UST provides a common reference point to which services management researchers can anchor future theory-building and theory-testing research.
Abstraction is a powerful thing. During the nineteenth century, the Industrial Revolution was built on many powerful abstractions,
such as mass, energy, work, and power. During the twentieth century, the information revolution was built on many powerful
abstractions, such as binary digit or bit, binary coding, and algorithmic complexity. Here, we propose an abstraction for
the twenty-first century, in which there is an emerging revolution in thinking about business and economics based on a service-dominant logic. The worldview of service-dominant logic stands in sharp contrast to the worldview of the goods-dominant logic of the past,
as it holds service—the application of competences for benefit of others—rather than goods to be the fundamental basis of
economic exchange. Within this new worldview, we suggest the basic abstraction is the service system, a configuration of people, technologies, and other resources that interact with other service systems to create mutual value.
Many systems can be viewed as service systems, including families, cities, and companies, among many others. In this paper,
we show how the service-system abstraction can be used to understand how value is co-created, in the process laying the foundation
for an integrated science of service.
Service industries comprise roughly 75 percent of the gross domestic product of developed nations. To design and operate service systems for today and tomorrow, a new type of engineer must be educated, one who focuses on services rather than manufacturing. Such an engineer must be able to integrate three sciences—management, social, and engineering science—in the analysis of service systems. Within the context of the Center for Engineering Systems Fundamentals, a research center at the Massachusetts Institute of Technology, we discuss how newly emerging service systems require such a three-way integrated analysis. We deliberately select some nonstandard services, because many business services, such as supply chains, have been studied extensively.
Service systems produce all services of significance and scope, yet the concept of a service system is not well articulated in the service literature. This paper presents three interrelated frameworks as a first attempt to define the fundamentals of service systems. These frameworks identify basic building blocks and organize important attributes and change processes that apply across all service systems. Although relevant regardless of whether a service system uses information technology, the frameworks are also potentially useful in visualizing the realities of moving toward automated service architectures. This paper uses two examples, one largely manual and one highly automated, to illustrate the potential usefulness of the three frameworks, which can be applied together to describe, analyze, and study how service systems are created, how they operate, and how they evolve through a combination of planned and unplanned change.
Purpose: This study analyzed the effects of supply chain management trust and relationship commitment on financial and non-financial performance, focusing on the mediating effect of supply chain management integration and collaboration. Design/methodology/approach: This study was designed as a conceptual research model to verify the mediating effect of integration and collaboration in the relationship trust and relationship commitment and supply chain performance. In order to design a conceptual research model, a total 30 items were investigated and the SEM method was verified using six observations variables. Findings: According to this study, it was found that financial and non-financial performance of companies adopting Korea's supply chain management increased when trust and relationship commitment were strengthened with partner companies. In particular, in the relationship between trust of supply chain management and supply chain management performance, integration with partner companies contributed to increase financial performance, but did not make a positive contribution to non-financial performance. On the other hand, in the relationship between supply chain management's relationship commitment and supply chain management, collaboration made a positive contribution to increasing financial and non-financial performance. What this study means is that higher trust and relationship commitment with partner companies in supply chain management contributed to a direct influence on financial and non-financial performance. Research limitations/implications: This study used the citation count to measure the effect of trust and relationship on supply chain performance. While this serves the purpose of this study, citation counts may not perfectly represent the value and impact of a study. The findings of this study provide a guide post for future studies. Originality/value: This study provides an updated, comprehensive literature review of the overall development, contributions and limitations of forecasting studies in the supply chain management fields. The researchers can see the subjects and types of research that already conducted and which topics remain unexamined.
Purpose: Over the past two decades, sustainable development and green economy approaches have been implemented in different fields, including supply chain management. In developed countries, sustainable supply chain management (SSCM) has attracted attention from both academia and industry. However, there is a substantial knowledge gap about supply chain social sustainability in developing countries. Hence, the main purpose of this study is to present the link between social sustainability and economic performance with the mediating role of operational performance in sustainable supply chain management. Design/methodology/approach: The PLS-SEM model is applied to identify factors affecting social sustainability and the relationship between social sustainability, operational performance, and economic performance in Vietnam. Findings: The study broadens the concept and emphasizes the importance of sustainable development in the context of Vietnam and provides recommendations for managers on strategic planning and developing business towards sustainability. This study also encourages managers to enrich employees’ welfare and working conditions and con- tribute to the local community. Research limitations/implications: The social indicators in developing countries are distinct from those in developed countries. Hence, this study may only apply in the context of developing countries. There are three main pillars of sustainable development, including economic (profit), environment (planet), and society (people). In this research, the author only examines the social and economic aspects. Originality/value: The outcomes of this study demonstrate a clear link between the social and economic elements of sustainability. While demonstrating how fully implemented Social sustainability improves economic performance, this study stimulates academic research about the interrelationship of sustainability elements in supply chains.
There has been an increased interest among scholars to investigate supply chain resilience (SCRes) in manufacturing and service operations during emerging situations. Grounded in the SCRes theory, this study provides insights into the impact of the COVID-19 outbreak on the automobile and airline supply chain. Both the short and long-term response strategies adopted by the two supply chains are assessed, using a combination of qualitative and quantitative techniques in three distinct phases. In phase one, we use a sequential mixed-method for resilience evaluation, integrating Time-to-Recovery (TTR) and Financial Impact (FI) analysis. In phase two, we conduct an empirical survey involving 145 firms to evaluate the short-term SCRes response strategies. In the third phase, we conduct semi-structured interviews with supply chain executives both from the automobile and airline industries to understand the long-term SCRes response strategies. Our findings indicate that: (i) the automobile industry perceived that the best strategies to mitigate risks related to COVID-19, were to develop localized supply sources and use advanced industry 4.0 (I4.0) technologies. (ii) The airline industry on the other hand, perceived that the immediate need was to get ready for business continuity challenges posed by COVID-19, by defining their operations both at the airports and within the flights. (iii) Importantly, both the sectors perceived Big Data Analytics (BDA) to play a significant role by providing real-time information on various supply chain activities to overcome the challenges posed by COVID-19. (iv) Cooperation among supply chain stakeholders is perceived, as needed to overcome the challenges of the pandemic, and to accelerate the use of digital technologies.
Purpose
This paper aims to reduce the confliction between different retail channels.
Design/methodology/approach
By investigating a game-theoretic model consisting of a dominant hotel, a promoter and an OTA, the authors analyze the optimal amount of reserved rooms on the hotel's official website and realize the coordination between the hotel and the promoter with an appropriate contact.
Findings
When the gap between promoter’s reservation profits under different promotion cost coefficients is reasonable, complete coordination can be achieved in the supply chain. In addition, numerical examples are conducted to show that the profit of hotel and supply chain can be maximized with a moderate amount of reserved rooms on OTA.
Research limitations/implications
The authors only focus on one OTA scenarios, which overlooks the competition between OTAs.
Practical implications
Coordination strategy can fierce the increase on profit when the customer conversion rate increases.
Originality/value
The authors propose a contract menu to help the hotel avoid the profit loss under asymmetric promotion cost information.
When economy transfers from tangible manufacturing to intangible services, it is extremely important to understand whether the lessons learned from manufacturing industries can be directly applied to service supply chains. This paper aims to compare traditional manufacturing industries with service supply chain sector and the results emphasize that the similarities and differences do exist between these two sectors — demonstrating that effective supply chain strategies in one sector may not be appropriate in the other sector. Based on the unique characteristics of service, this study builds a conceptual model of service supply chain.
The water-saving service (WSS) supply chain equilibrium and cooperative decision models under the scenario without/with the social welfare maximization (SWM) goal are developed, analyzed, and compared, respectively, the numerical and sensitivity analyses for all models are conducted and compared, and the corresponding management insights and policy implications are summarized in this paper. The research results indicate that: (1) the cooperation strategy outperforms the equilibrium strategy regarding the water-consumption reduction, operational performance of WSS supply chain, the corresponding social welfare, consumer surplus, and positive externalities, regardless of whether the SWM is considered or not; (2) a subsidy threshold policy under which the government only subsidizes the WSS supply chain adopting the cooperation strategy is recommended to be designed to maximize social welfare with higher positive externalities; (3) subsidizing the WSS to pursue the SWM contributes to enhancing the water-consumption reduction, improving the operational performance of WSS supply chain and its members, the corresponding social welfare, consumer surplus, and positive externalities; (4) the WSS provider would have an internal incentive to provide WSS without government subsidy when the fixed cost of WSS is low, otherwise, the WSS provider would not have an internal incentive to provide WSS unless with a government subsidy.
Manufacturers’ operation strategies become considerably complicated due to more frequent product updating in the Internet economics. This paper deals with the multi-stage problem of pricing and time-to-market for multi-generation products sold through an online direct channel in a service supply chain with a manufacturer and a logistics service provider. The manufacturer introduces a new generation of products before the present one exits market. The old generation of product may or may not exit the market before the end of the sales period. The service provider is in charge of the logistics service from the manufacturer to the consumers. The manufacturer's optimal pricing and introduction time strategies and the logistics service provider's optimal service pricing strategy can be derived. When the substitution rate of a new product to an old one is closer to a threshold, the greater the competition between them, and therefore the lower their optimal prices and the sooner the old product exits market. Moreover, the optimal time-to-market for the new product is decreasing with the potential market share of two generations of products in the second stage. In addition, higher quality which leads to higher costs makes the product enter the market later. Finally, we use numerical examples to illustrate the strategies.
Increasingly, academic and industrial leaders are recognizing that college graduates need new skills to address business and technical issues in a service business environment. Because services depend critically on people working together and with technology to provide value for others, these new skills include the ability to integrate across traditional disciplinary areas to obtain globally effective solutions. Service Science, Management and Engineering (SSME) is one such approach to properly focusing education and research on services, and to preparing tomorrow’s graduates to work in an expanding services economy.
Papers in this volume were developed from the 2006 conference hosted by IBM, Service Science, Management, and Engineering — Education for the 21st Century, designed to discuss the current status and foster the development and advancement of SSME. Contributions explore the ways SSME has been introduced into curricula, services research that is underway or is planned, and recommended actions for academia and governments to establish SSME as its own discipline. The book incorporates a variety of perspectives, informed by an international background in SSME experience and education, including management, business, social science, computer science and engineering.
Advanced level computer science researchers and management professionals will benefit from the unique insight into the evolving field of SSME provided by this volume, and will derive an understanding of education needs and program offerings in SSME.
The role of supply chain management processes in achieving competitive advantages in the service industry has been widely discussed. However, due to the lack of valid measurement scales, the effects of service supply chain management (SSCM) process capability cannot be ascertained. This study aims to develop and validate measurement scales for SSCM process capability constructs. The measurement scales were initially developed by literature review, and refined by Q-sort method. The SSCM process capability is a seven-dimensional construct; each dimension consists of a collection of unidimensional multi-item scales. Confirmatory factor analyses of a large-scale survey confirmed the unidimensionality, reliability, and validity of the multidimensional construct of seven SSCM process capabilities. The validated measurement scales lay a crucial foundation for advancing knowledge of the service supply chain by enabling future empirical studies in the field, which previously relied on largely conceptual frameworks and descriptive accounts of SSCM processes.
Purpose
The purpose of this paper is to empirically investigate the linkages between strategic interaction and relationship value, with a variety of co-creating value strategies as conceptual mediators.
Design/methodology/approach
This study reports on a field survey conducted in the Chinese manufacturing industry. A total of 180 questionnaires were sent to customers of service providers, and 120 valid responses were received, representing a response rate of 66.7 per cent. The data were then analyzed by using a number of statistical tools.
Findings
The results suggest that strategic interaction leads to a positive effect on the relationship value without any regard to the size of the customer. However, the mediating effect of product-based service is more significant for large-size customers, whereas the mediating effect of integrated managerial service is more significant for medium- and small-size customers.
Originality/value
This study explores how value might be created in a business-to-business context in a service supply chain from a relationship marketing perspective. It distinguishes product-based service and integrated managerial service as co-creating value strategies and further clarifies the different mechanisms underlying their relationships with strategic interaction between service supplier and customer. In particular, this study suggests that although strategic interaction may yield superior relationship value, the size of the customers will determine what kind of co-creating strategies would be preferred.
Given the growing importance of service supply chain management (SSCM) in operations, we review a selection of papers in the operations research and the management science (OR/MS) literature that focus on innovative measures associated with the SSCM. First, we review and discuss the definitions of service supply chains (SSCs) and categorize SSCs into the Service Only Supply Chains (SOSCs) and the Product Service Supply Chains (PSSCs). Second, by classifying the literature into three major areas, namely service supply management, service demand management, and the coordination of service supply chains, we derive insights into the current state of knowledge in each area, and examine the evolution of the SSCM research over the past decade. Finally, we identify some associated research challenges and explore future directions for research on SSCM from an operational perspective.
The main purpose of this research is to identify the configuration structure of a service supply chain from a view of modularity, to address the operations mechanism of the service supply chain from the perspective of service-dominant logic. Literature review and case study are adopted in this research. Data are mainly collected through interview and secondary documents. The results shown that the service supply chain is configured with different types of module actor. A framework is proposed with dimensions of Configuration and Co-creation to explain the operations mechanism of a service supply chain.
Management is on the verge of a major breakthrough in understanding how industrial company success depends on the interactions between the flows of information, materi-als, money, manpower, and capital equipment. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form the basis for antici-pating the effects of decisions, policies, organizational forms, and investment choices." (For-rester 1958, p. 37) Forrester introduced a theory of distribution management that recognized the integrated nature of organizational relationships. Because organizations are so intertwined, he argued that system dynam-ics can influence the performance of functions such as research, engineering, sales, and promotion.
Despite the increasing attention to the service supply chain management by both practitioners and academics, the performance measurement of service supply chains still remains unexplored. Most service firms realize that, in order to evolve an efficient and effective service supply chain, service supply chain management needs to be assessed for its performance. A literature review was conducted on performance measurement issues of service supply chains. This paper develops a framework of service supply chain performance measurement. Based on the strategic, tactical and operational level performance in a service supply chain, measures and metrics are discussed. The emphasis is on performance measures dealing with service supply chain processes such as demand management, customer relationship management, supplier relationship management, capacity and resource management, service performance, information and technology management and service supply chain finance. And to prioritize service supply chain performance measurement indicators to improve service supply chain performance, a methodology based on the extent fuzzy analytic hierarchy process is stressed. The developed framework of service supply chain performance measurement is applied to the hotel supply chain. The results of this study are useful both to practitioners in the service supply chain and to researchers carrying out further studies in the field.
As the economy evolves from manufacturing to services, it is important to understand whether the lessons learned in the manufacturing sector can be directly extrapolated to service supply chains. The majority of existing supply chain research focuses exclusively on the manufacturing sector. This article compares the effect of traditional manufacturing sectors. The results highlight similarities and differences between the sectors-demonstrating that effective supply chain strategies in one sector may not be appropriate in the other sector. Based on the service supply chain and manufacturing supply chain compared to a service modular concept, and build a conceptual model of service supply chain.
This is a textbook that has a copyright from McGraw-Hill. You can purchase it online at Amazon.com or other sites.
Thank you for your interest.
Valarie Zeithaml
Bief-the core idea The Idea in Practice-p utting the idea to work 3 What Is the Righr Supply ChaiD fo. your product? 15 Further Readilg A iist ofrelated materials, with annotations to guide further exploration of the articlds ideas and applications Product 8509 Are you frequently saddledwith exces5 in-ventory? Do yoir suffer poduct sholtages that have cultorner5 leaving sioles in a hufi Do these supplychain headaches pet' ti{ despite your investments in technolo-gies such as alnornated walehousing and Gpid logirtics? lf so, you rnay be using the wrong supply chain forthe type of poduct you sell.sup-pose your offering is funational*it sati{ies basic,unchanging needt and has a long life cycle, Iow margins. and stable demand. {Think paper towels or lighl bulbs) In this case, you need an efRcienl 5u pply chain-which minimizes productron, transpona-tion, and Storaqe coJts. BLn what il your product is mnovolive-il has great vanety, a short life cycle, high profit rlargins,and volatile denEnd? (A line oflaptopswhh a lange of novel features is one example) Forthis offering, you require a responsive supplychain. Fast and flexi' ble, i helps)lcu rnanage uncenainty through strategiet trJch as cutting lead tirnes and establishinq inventory or excess-capacny buffers. Design the right supplychain for your prod_ uct, and youl profrt! soal Forexample, by building responsiveness into lls chain, inno-vative skrwear comFEny Spon obetrmyet Rduced t5 o/er-Bnd underpoduc(ion .o!ts by half-boosling prcfits 60%.
During the latter part of the 20th century, the service sector grew significantly in virtually every developed country, with the United States taking the lead. By 2000, services comprised almost 80% of U.S. employment. This rapid growth was caused by several factors including changing population lifestyles, deregulation, and new and improved infrastructure including the widespread availability of new technologies. With the service sector surpassing 50% of the U.S. economy in the 1950s, researchers – especially economists – began to examine the characteristics of services and attempt to apply some of the concepts that were developed and proven in manufacturing. From these early efforts there emerged a growing demand for business schools to develop both research agendas and courses in service operations. Beginning at the Harvard Business School in the early 1970s, and continuing through to the present, research and courses in service operations have evolved from simply applying basic manufacturing concepts in a service environment to recognizing the need for a trans-disciplinary approach appropriately suited to the particular characteristics of service operations. This article traces the evolution of service operations from its immediate pre-business school days through its early years as an academic discipline in business schools to the present, identifying “pioneers” in service operations who truly blazed a previously unmarked trail that many have since followed.
Purpose
This paper aims to explore the utility of the manufacturing biased supply chain operations reference (SCOR) tool in services and develops a reference model for use in service organisations.
Design/methodology/approach
Services are considered as supply chain processes that are balanced around the capacity of the firm through the upstream sourcing processes. Empirical research is undertaken to model the design, creation and delivery processes of a management consultancy as a supply chain and to identify the potential application and benefits of the tool in a service context.
Findings
The developed model conceptualises the capacity of service firms as a resource inventory to build a service offering. This inventory‐capacity duality that describes a service firm's capabilities is applicable across a wide spectrum of the service sector. Six major processes for the design and management of service supply chains are identified: plan, source, develop, adapt, operate, and recover.
Research limitations/implications
The reference framework that is developed is a proposition of how management in service supply chains could be standardised. Recommendations for future work are outlined so that an expansive reference tool can be developed to bridge the gap in service supply chain benchmarking and optimisation.
Practical implications
The developed process reference model can improve the overall performance of service provision systems through synchronised and well‐coordinated integration of the different supporting services into supply chains.
Originality/value
The paper develops an original reference architecture for business services processes, which can be used to improve the overall performance of services design and delivery.
Value-added services expand manufacturing organizations’ ability to compete beyond traditional measures of manufacturing competitiveness such as cost, quality, flexibility, and delivery. This concept of expanding the roles of factories to include service has received considerable attention and wide acceptance among both researchers and practitioners. For example, recent empirical studies have demonstrated that manufacturing performance, particularly delivery performance can be enhanced through expanded service roles that focus on effective information flows within the company and to external customers. Despite such benefits, the scope of analysis has been limited to individual manufacturing organizations. Given the realities of global competition, practitioners require knowledge that extends beyond individual organizations. The domain of their problems includes the complexities of interactions with multiple stakeholders along global supply chains. The purpose of this paper, therefore, is to extend the concept of the service factory to global supply chains. Specifically, the approach will be to provide a conceptualization of the role of service in global supply chain management that can be used as a starting point for discussion and further research in this area. We provide several propositions and conclude with implications for both researchers and practitioners.
Purpose
The purpose of this paper is to assess developments in the service literature over the last six years and to lay out some challenges and opportunities for the operations management academic community.
Design/methodology/approach
The paper is based on issues raised in a previous paper and contains the results of a literature review and a content analysis of around 250 papers from three journals.
Findings
The paper suggests that there is a window of opportunity for operations academics to engage in the service arena and apply their knowledge and skills to answer fundamental questions in the areas of quality, productivity and efficiency, and to apply their expertise in business services and the not‐for‐profit and voluntary sectors.
Research limitations/implications
This polemic reflects the biased opinions of the author.
Originality/value
Assesses developments in the service literature.
This explores the use of the value chain concept suggested by Porter as a tool in establishing service operations strategy. The original model has been adapted to emphasise the operational context to produce a framework for considering service delivery to meet strategic objectives. The use of the revised model for examining resource allocation using a resource activity mapping technique within a workshop environment is described.
As the economy evolves from manufacturing to services, it is important to understand whether the lessons learned in the manufacturing sector can be directly extrapolated to service supply chains. Unfortunately, the majority of existing supply chain research focuses exclusively on the manufacturing sector. To address this deficiency, this article compares the effect of traditional manufacturing-oriented supply chain strategies on the operational and financial performance of firms in both service and manufacturing sectors. The results highlight similarities and differences between the two sectors — demonstrating that effective supply chain strategies in one sector may not be appropriate in the other sector. This suggests that practicing managers should identify appropriate benchmarks and competitive priorities before pursuing specific supply chain strategies. The insights provided by this research should help guide companies toward strategies that may positively affect their specific organization's operational and financial performance.
Collaboration with external supply chain entities influences increased internal collaboration, which in turn improves service performance. This relationship may be the key to helping managers understand how best to facilitate behavioral change. The implication is that collaborating with customers and suppliers is a first step toward effective collaboration within the firm.
This study empirically tests assumptions that underlie operations management (OM) scholars' belief that service operations should be managed differently. Respondents were self-classified into manufacturing and service types. There is a significant statistical difference between the views held by each group with regard to statements such as “service Om should be taught as a separate course” and “service operations should be managed differently from manufacturing.” There was general consensus on the service research agenda with the exception of three research areas: time standards, technology, and productivity. The survey also revealed that customer influence has the greatest impact on service Om strategies and decisions.
The current growth of the service sector in global economies is unparalleled in human history—by scale and speed of labor migration. Even large manufacturing firms are seeing dramatic shifts in percent revenue derived from services. The need for service innovations to fuel further economic growth and to raise the quality and productivity levels of services has never been greater. Services are moving to center stage in the global arena, especially knowledge-intensive business services aimed at business performance transformation. One challenge to systematic service innovation is the interdisciplinary nature of service, integrating technology, business, social, and client (demand) innovations. This paper describes the emergence of service science, a new interdisciplinary area of study that aims to address the challenge of becoming more systematic about innovating in service.
Service systems are value-co-creation configurations of people, technology, value propositionsconnecting internal and external
service systems, and shared information (e.g., language, laws, measures, and methods). Service science is the study of service
systems, aiming to create a basis for systematicservice innovation. Service science combines organization and human understanding
with business andtechnological understanding to categorize and explain the many types of service systems that exist as wellas
how service systems interact and evolve to co-create value. The goal is to apply scientific understandingto advance our ability
to design, improve, and scale service systems. To make progress, we think servicedominantlogic provides just the right perspective,
vocabulary, and assumptions on which to build a theory ofservice systems, their configurations, and their modes of interaction.
Simply put, service-dominant logicmay be the philosophical foundation of service science, and the service system may be its
basic theoreticalconstruct.
KeywordsService science-Service systems-Service-dominant logic
Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this integration. We present a framework for supply chain management as well as questions for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.