Status review and research strategies on product-service supply chain

Xu, Zhitao; Elomri, Adel; Zhang, Qin; Liu, Caijie; Shi, Lin

doi:10.1177/0954405420905199

Cited by 10 publications

(15 citation statements)

References 79 publications

(139 reference statements)

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“…Some authors mention that a PSS requires close cooperation between the main producer and its suppliers, service producers and final consumers (Mont, 2002), thus implying the need for integrated chain management. A more recent review (Xu et al, 2020) similarly points out that a PSS depends heavily on "cooperation, collaboration and integration" principles (p. 1) and requires value co-creation among supply chain members. Other scholars (Salminen and Kalliokoski, 2008;Baines et al, 2011) identify the different members that make up a PSS chain: the original equipment manufacturer, its partners (solution provider, maintenance partners, performance and value partners), the users and society, as PSS chains are supposed to deliver more sustainable solutions (Annarelli et al, 2016).…”

Section: Research On Crowd-logistics: Optimization and Categorizationmentioning

confidence: 99%

Conceptualizing sharing supply chains – lessons from an exemplary case

Roussat

Carbone

Rouquet

2022

IJOPM

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PurposeOver the last decade, a “new” sharing economy has emerged. So far, the supply chain literature has focused on platforms delivering crowd-logistics services that connect businesses and consumers (B2C). The literature has paid little attention to platforms that facilitate products exchanges between consumers. This article aims to develop a first supply chain conceptualization for consumer-to-consumer (C2C) product exchanges stimulated by the sharing economy. How to conceptualize C2C product exchanges from an Supply Chain (SC) perspective? Do such C2C product exchanges form what might be called “sharing supply chains”? What are the characteristics of these sharing supply chains?Design/methodology/approachThe authors rely on a single case study of Vestiaire Collective (VC), a C2C platform that links consumers buying and selling second-hand luxury goods. This case was not selected because it is a typical C2C product platform, but because it is an “extreme” case (Yin, 2014) meeting Siggelkow's “talking pig” criterion (2007).FindingsThe authors demonstrate that VC intermediates a “sharing supply chain”, whose features differ from forward and reverse supply chains. The authors stress that strong physical intermediation is crucial in this extreme case. The authors then contrast this extreme case with other forms of sharing supply chains to identify the variables leading to these alternative configurations. Finally, the authors develop theoretical propositions regarding the physical intermediation role that these platforms may play.Originality/valueThe authors' article extends the scope of the supply chain concept by identifying sharing supply chains alongside other types of chains. The article also points to the strategic role of SC dimensions in the sharing economy. The authors hope that this article will lead to further research on sharing supply chains.

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Section: Research On Crowd-logistics: Optimization and Categorizationmentioning

confidence: 99%

Conceptualizing sharing supply chains – lessons from an exemplary case

Roussat

Carbone

Rouquet

2022

IJOPM

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“…With the rapid development of cloud computing and big data, the research on service resource allocation problems becomes more complicated (Xu et al, 2017). Xu et al (2020) analyzed relevant literature and pointed out that the relationship between capabilities and resources can be further studied. Wang and Xu (2009) designed a bilateral resource integration service (BIRIS) model, which introduced a third-party service platform for resource integration; it could integrate service resources to customers and customer resources to providers.…”

Section: Resource Allocationmentioning

confidence: 99%

A resource allocation method of the product−service process based on process mining

Zhou¹,

Liu²,

Zacharewicz³

et al. 2022

Front. Manuf. Technol.

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With the evolution of product service systems, as well as the proposal and wide application of cloud computing and big services, more and more manufacturing enterprises are turning from being product oriented to service oriented. A difficult aspect is that with the growth of customer scale and the personalization of customer service needs, service providers cannot rely on their own resources to fulfill services. Moreover, meeting the needs of customers often requires a complete and complex service. Therefore, the service provider has to provide cross-enterprise collaborative services and coordinate the resources of all participants in the product service system to complete the services together. This research proposes a novel resource allocation method for product service systems that adopt the bilateral resource integration service mode and considers the service process life cycle. Based on the process mining techniques, this method extracts knowledge from the execution event log of the service process stored in the enterprise information system, constructs the resource allocation problem model, and gives the process mining-based resource allocation algorithm (PMRA). We use an air conditioner repair service as a case to verify the method proposed in this study. The contribution of this study is to propose a new method of resource allocation for cross-enterprise product−service processes based on process mining techniques, which takes into account empirical knowledge from historical data and can provide a new idea for service optimization of product service systems.

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“…Wang et al consider production service systems consisting of a service center and a manufacturing facility, which provides products and related services, and study the capacity allocation problem of the production service systems [46]. Moreover, Xu et al review 71 research literature studies of the PSSC and analyze the future research opportunities and research strategies of the PSSC [47]. In addition, there is also research related to the paper involving contract design in the supply chain.…”

Section: Literature Reviewmentioning

confidence: 99%

Dynamic Contract Design of Product‐Service Supply Chain considering Consumers’ Strategic Behavior and Service Quality

et al. 2021

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With increasing market competition and rapid development of service economy, more and more enterprises are shifting from providing products or services to providing product-service systems (PSSs) that integrate products and services, in order to improve competitiveness and profitability. Meanwhile, consumers have strategic delayed purchasing behavior when purchasing the PSS and high requirements for service quality. This paper investigates the two-period pricing and service quality decisions of product-service supply chain (PSSC) considering consumers’ strategic behavior under decentralized and centralized scenarios. The equilibrium results are compared in two scenarios. In order to eliminate performance loss under the decentralized scenario, we design two-period dynamic contracts to coordinate the PSSC. Furthermore, numerical simulation is provided to verify the feasibility of the contracts. The following conclusions can be drawn: (1) the higher the service input-efficiency, the more beneficial for alleviating consumers’ strategic purchase behavior under two scenarios, but this mitigation effect is more obvious under the centralized scenario. (2) Compared with the centralized scenario, the service quality is lower, the two-period PSS sales prices are higher, and the two-period profit is lower under the decentralized scenario. The proportion of service valuation (accounts for the valuation of PSS) will promote the widening of the service quality gap under two scenarios, but in some cases, the service input-efficiency will weaken the promotion effect of the proportion of service valuation. (3) The design of the two-period combined contracts depends on the proportion of service valuation. When the proportion of service valuation is high, the “two-period revenue sharing + service-cost sharing” combined dynamic contract can achieve PSSC perfect coordination. However, when the proportion of service valuation is low, it is necessary to design complexity combined dynamic contract which can achieve PSSC perfect coordination.

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Status review and research strategies on product-service supply chain

Cited by 10 publications

References 79 publications

Conceptualizing sharing supply chains – lessons from an exemplary case

Conceptualizing sharing supply chains – lessons from an exemplary case

A resource allocation method of the product−service process based on process mining

Dynamic Contract Design of Product‐Service Supply Chain considering Consumers’ Strategic Behavior and Service Quality

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