Service supply chain management: A review of operational models

Wang, Yulan; Wallace, Stein W.; Shen, Bin; Choi, Tsan‐Ming

doi:10.1016/j.ejor.2015.05.053

Cited by 284 publications

(198 citation statements)

References 132 publications

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“…200 -213 © 2017 As argued by Sampson and Spring (2012), SSC can be understood and analysed from four distinct managerial perspectives; as sourcing for services, production of services, the applicability of services to move, delivery and return the products from end customers, and from the perspective of the client. The study from Wang et al (2015) defends the essential role of services in the performance of SCs and highlights the existence of two types of SSC in the context of service supply chain management; the service only supply chain (SOSC) and the Product Service Supply Chain (PSSC).…”

Section: Supplymentioning

confidence: 99%

Supply Chain Management Integration in Maintenance and Repair Services Sector

DeSouza

Haddud

2017

OSCM: An Int. Journal

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The paucity of studies in the field of supply chain management (SCM) focusing on repairing and maintenance operations within the services sector is an undeniable reality. It is important to explore how operations of maintenance and repair services (MRS) are nowadays structured and positioned to understand their contributions to SCM effectiveness. This research explored the integration level between internal functional areas of services organisations and principal business processes of suppliers and customers. The research also identified key barriers faced by SCM practitioners when deploying SCM best practices and models across the repair services providers. The primary data was collected from 89 SCM leaders and managers from organizations working in a Middle-Eastern country through the use of an online survey. The results revealed that there is a good level of internal integration between main business functional areas within MRS operations, e.g. material planning, purchasing, logistics, contracts, finance, and sales, with exception of reverse logistics, an important business function to the effective management of product services supply chain (PSSC). The study also revealed a partial level of external supply chain integration among local PSSCs participants, wherein only three SCM business processes; i.e. suppliers' relationship management, order fulfilment, and service delivery management, are significantly integrated at interorganizational levels. Other crucial processes of SCM for PSSCs; customer relationship, services demand, services capacity, resources management, product and information flow management, and service product development, were all identified with a medium level of integration among local operations, which prevent local MRS organisation from generating additional values in terms of services and products quality improvement, product lifecycle management, and development of innovative services solutions to the market. The study also revealed that organizational cultures, resources availability, lack of vision and comprehension from top management, and absence of trust and collaboration within SCM participants are the main obstacles associated with the deployment of models and SCM best practices within repairing services operations.

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Section: Supplymentioning

confidence: 99%

Supply Chain Management Integration in Maintenance and Repair Services Sector

DeSouza

Haddud

2017

OSCM: An Int. Journal

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“…All the members in the entire supply chain will be severely affected by these market disruptions, and thus market disruption management has received increasing attention from both academia and practitioners. See the comprehensive review in Chung et al (2015), Snyder et al (2016), andWang et al (2015b).…”

Section: Supply Chain Disruptionmentioning

confidence: 99%

Impacts of information reliability in a supply chain with market disruption risks

Wang

et al. 2016

Int Trans Operational Res

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In this study, we develop a supply chain model with one manufacturer and one retailer, where the market demand might be subject to disruption and neither the manufacturer nor the retailer can perfectly predict whether this market disruption will occur ex ante. However, the retailer can resort to his information system to acquire more accurate disruption information than the manufacturer, and this disruption forecast information is the retailer's private information. Under this framework, we first derive the optimal outcomes of two representative categories of contract formats (i.e., the simplest but most widely used wholesale price contract, and the most sophisticated but rarely implemented menu of contracts), and then examine the impacts of the reliability of the retailer's private information about the market state (regular or disruption) on the supply chain performance. Our results demonstrate that the manufacturer's expected profit is quasi-convex in the reliability (i.e., U-shaped), and the retailer's expected profit is a piecewise (weakly) increasing function of the reliability. Specifically, there exists a threshold for the retailer's information reliability. Above the threshold, both manufacturer and retailer benefit from the improvement in the information reliability. This means that the manufacturer actually can profit from the exaggerated level of information asymmetry. Below the threshold, the improvement is still favorable to the retailer, but detrimental to the manufacturer due to increased information rents, and thus the manufacturer has no incentive to help the retailer to improve his forecast capability. At the threshold, the retailer's profit experiences a cliff-like drop, while the manufacturer's profit achieves its minimum value. The result is applicable to both wholesale price contract and menu of contracts.

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“…The service economy has been the dynamic strength of economic development of all industrial countries (Giannakis, 2011). Yet, regardless of its significance and the growing service requirements of global economies, services hang back in performance when weighed against manufacturing companies (van Ark et al, 2008;Wang et al, 2015b).…”

Section: Introductionmentioning

confidence: 99%

Building a comprehensive service supply chain conceptual framework: a step ahead, based on comparative analysis of previous frameworks

Ramish

Azhar

Rasheed

2017

IJSOM

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Abstract:The purpose of the study is to build a comprehensive supply chain framework for service industry including the ones engaging in purchasing of services, making of services and delivering the services, through the comparative analysis of models and conceptual frameworks previously existing in the literature of services supply chains. The findings of this paper also present a fresh outlook of how the service organisations can strategise while implementing proposed framework in their firms and all along their service supply chains. This comparative analysis and conceptual framework will enable the detection of the problems that surround result estimation within and across single supply chains and expand existing knowledge in the performance measurement in the service supply chain. In addition, this study should offer 98A. Ramish et al. fundamental insights as to how service business can develop their performance systems to be converted into more effective supply chains by focusing on new dimensions.

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Service supply chain management: A review of operational models

Cited by 284 publications

References 132 publications

Supply Chain Management Integration in Maintenance and Repair Services Sector

Supply Chain Management Integration in Maintenance and Repair Services Sector

Impacts of information reliability in a supply chain with market disruption risks

Building a comprehensive service supply chain conceptual framework: a step ahead, based on comparative analysis of previous frameworks

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