PurposeThe purpose of the paper is to overcome the limitations of the current models available in the literature in terms of relation and consistency between business strategy, service chain configuration and performance measurement systems, and on the alignment between strategic, tactical and operational levels of after‐sales decision‐making processes.Design/methodology/approachThe paper draws on a literature review of after‐sales performance measurement systems and provides a first validation of the proposed integrated model through industrial case studies related to the provision of durable consumer goods in a business to consumer scenario.FindingsThe paper aims to contribute to a better understanding of the factors which influence the performance of after‐sales, in order to allow enterprises to consistently design their corporate after‐sales service strategic performances with those required at operational levels within a service chain.Research limitations/implicationsFurther development must be carried out in order to: enlarge the sample of companies and cases where the model can be applied, with a specific extension on a business‐to‐business industry; extend the model to the whole supply and service chain; enrich the framework in order to consider other aspects, as empathy; and develop a full integration with the SCOR model, including the definition of best practices.Originality/valueThe integration of the strategic and operational views subsumed by the framework would allow enterprises in relating more consistently their corporate After‐sales strategic and operational performance within a service chain and to assess the cause and effect relationship between operational drivers and financial and competitive results.

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Management of moveable assets is a key issue in most industrial manufacturing companies.With complex production systems, numerous and various machining centers, it becomes quite hard to carry out an effective and cost-efficient management of the tools and fixtures needed for ensuring the correct and timely execution of the planned production cycles. A pre-requisite for a correct management of moveable assets is the adoption of proper identification systems to support the traceability and data collection of those pieces of information, which could turn out to be relevant along the life cycle of an asset. Aim of the paper is to provide an empirical model for evaluating the benefits and costs related to the adoption of RFId tags as identifications systems for moveable assets, and in particular in managing machinery tools in a production premise. In order to provide a practical example of applicability of the model, a case study is reported with an in-depth analysis of the potential pros and cons deriving from the implementation of RFId tags.