G. Huang et al. (Eds.): DET2009 Proceedings, AISC 66, pp. 1189–1204.
springerlink.com © Springer-Verlag Berlin Heidelberg 2010
Service Supply Chain: Nature, Evolution, and
Operational Implications
Yong Lin1, Yongjiang Shi2, and Li Zhou1
1 Business School,
University of Greenwich, London, SE10 9LS, U.K.
,
2 Department of Engineering, University of Cambridge, Cambridge, CB2 1RX, U.K.
Abstract. Along with the service sector plays a more critical role in the
development of world economy, conventional manufacturer puts more focus on
bundling service with physical products to gain competitive advantage. Based
on the traditional theory of supply chain management, this paper proposes
Service Supply Chain to cover the supply chains for both service industry and
manufacturing industry. Then a Product-Service Matrix is established to reveal
the nature of the service supply chain. A Servitization-Globalization Matrix is
developed to describe the evolution footprint from conventional manufacturing
factory to Global Service Network and Global Manufacturing Network. Finally,
this paper establishes a conceptual framework for service supply chain
management, and the management processes are proposed and compared with
other model.
Keywords: Supply Chain, Service Supply Chain, Global Service Network,
Product, Service, Servitization.
1 Introduction
Supply Chain Management (SCM) has become vitally important approach to gain
competitive advantages in a fiercely competitive global marketplace. Since the
researches (Towill, 1991; Lee and Billington, 1992; Davis, 1993) and managers
started to evolve into the studies and practices of SCM, there are extensive literature
on this field.
Most of the existing definitions of SCM focus on the product flow and information
flow from suppliers to the customers (Lambert, Cooper et al., 1998), consequently the
SCM has traditionally categorized as a branch of the Operations Management
(Lambert, Cooper et al., 1998; Chase, Jacobs et al., 2005; Chopra and Meindl, 2007;
Simchi-Levi, Kaminsky et al., 2008). SCM are mostly applied to manufacturing
industries, seldom on service industries. Recently, service industry has become an
increasingly important force in the world economy. And along with the explosive
development of the service economy, labour force evolved in a majority
transformation from manufacturing to service sector, which is followed with Clark’s
conjecture proposed 60 years ago (Clark, 1940).
1190 Y. Lin, Y. Shi, and L. Zhou
Furthermore, more and more the manufacturing companies achieve more revenue
from their service units (Quinn, 1992), for example, GM and IBM. Most of the added
value in a traditional manufacturing company comes from services constituent
(Machuca, González-Zamora et al., 2007).
In spite of the huge amount of academic work devoted to SCM, which mainly
focuses on manufacturing supply chains, literature on the service supply chain is quite
limited till now. This motives us to fill this gap. The purposes of this paper are to
address the nature of service supply chain, to develop a matrix to analyse the
evolution of service supply chain, and to develop a general process framework for
service supply chain management, and to identify the main issues to effectively
operate and manage service supply chain.
2 Literature Review
With the fast development of service around the world, SCM should be refined by
take service into consideration. There are three main themes in the current service
supply chain literature.
2.1 Start-Up of Service Supply Chain
Armistead and Clark (1993) explores the application of value chain concept in
establishing service delivery strategies, which maybe the pioneering attempt to
integrate services into supply chain context. Then Youngdahl and Loomba (2000)
extended the service factory concept to a new concept of service-driven global supply
chain, where their approach can be used as a starting point for discussion and further
research in this area. Sampson (2000) identifies the bidirectional supply chain
structure in the service organizations when considering customer-supplier duality,
while these bidirectional supply chains are similar to traditional manufacturing
oriented supply chains.
The most remarkable contributor to service supply chain management maybe
Ellram, Tate et al., (2004), who proposed a general framework based on conventional
SCM knowledge for manufacturing industries, and they identified 7 key service
processes/functions, including information flow, capacity and skills management,
demand management, supplier relationship management, customer relationship
engagement, service delivery management and cash flow. Based on this model,
Baltacioglu, Ada et al., (2007) extended it into 7 service processes, which is demand
management, capacity and resources management, customer relationship
management, supplier relationship management, order process management, service
performance management, and information and technology management.
2.2 Supply Chain in Service Industry
Most of the literature integrating SCM into service sector mainly concerned industries
like healthcare, telecom, hotel, bank, finance, etc.
Cook, DeBree et al., (2001) focused on the application of traditional SCM to the
healthcare industry, and they found that lack of systematic integration of supply chain
functions is a big obstacle to adopt SCM to service sector practitioners.
Service Supply Chain: Nature, Evolution, and Operational Implications 1191
Most recently, Baltacioglu, Ada et al., (2007) developed a new framework for
service supply chain for healthcare industry, which is based on the model of Ellram,
Tate et al., (2004), and they use Supply Chain Operations Reference model developed
by Supply Chain Council as a diagnostic tool to service supply chain management.
Zsidisin, Jun et al., (2000) identified the relationship between service quality and
information technology through case study with a language school agency who
providing service both to customers located upstream and downstream students in its
supply chain.
2.3 After-Sale Service Supply Chain
For the manufacturing industries, after-sale services attract more attentions. After-sale
services and spare parts may generate more than three times the turnover of the
original purchase (Wise and Baumgartner, 1999).
The early literature is mainly on strategic issues. Armistead and Clark (1993)
demonstrated the need to build strong linkage between manufacturing, design and
after-sale service strategies. Loomba (1996) sand Loomba (1998) offered an empirical
validation of the proposed linkages between production distribution and service
support strategies. Goffin and New (2001) observe the relationships between new
product development and customer support. After that, Nordin (2005) proved how
product, market, and firm contextual factors influence the distribution channel
structure of product services and to examine organizational actions resulting from
maladjusted channel structures. Instead, Amini, Retzlaff-Roberts et al., (2005)
proposed a quantitative model for choosing the number, location and customer
coverage of a warehouse network, with case study of a diagnostic equipment
manufacturer. Recently, Saccani, Johansson et al., (2007) addressed the configuration
of the after-sale service supply chain when selling durable goods, and identified
several drivers that may lead to consistent configuration choices.
Service parts SCM plays an important role for manufacturing companies (Poole,
2003), while inventory management is the main branch of after-sale service supply
chain. Cohen and Lee (1990), Cohen, Yu-sheng et al., (1997) presented a study which
considered the role of spare parts inventory and logistics management in after sales
service delivery. After that, Cohen, Cull et al., (2000) proposed a framework while a
decentralised structure matches a high service criticality (e.g. reducing response time),
and a centralised structure matches a situation with low service criticality. In order to
identify the number and location of spare parts warehouses, as well as inventory
levels, Amini, Retzlaff-Roberts et al., (2005) developed a decision support mode to
minimise inventory costs.
3 Definition and Nature of Service Supply Chain
3.1 Definition of Service Supply Chain
For service supply chain and management, there are some names are used to refer to
the related areas but either in a more specific context. For example, the name Services-
oriented Supply Chain Management (Anderson and Morrice, 2000) and Service
1192 Y. Lin, Y. Shi, and L. Zhou
Management (Kellogg and Nie, 1995; Voss, Tsikriktsis et al., 2005; Fitzsimmons and
Fitzsimmons, 2007) or Service Operations Management (Mabert, 1982; Roth and
Menor, 2003; Heineke and Davis, 2007; Machuca, González-Zamora et al., 2007;
Johnston and Clark, 2008) are respectively refers to service chaining and service
operations issues. This area is also known as Service Marketing (Palmer, 2005;
Zeithaml, Bitner et al., 2005; Lovelock and Wirtz, 2007) focusing on the strategies and
technologies of integrating customer requirements across the service enterprise.
This paper defines service supply chain and service supply chain management
(SSCM) as:
The service supply chain is a network of suppliers, service providers, customers
and other service partners that transfer resources into services or servitised products
delivered to and received by the customers.
Service supply chain management is the management of information, processes,
and resources along the service supply chain to delivery services or servitised
products to the customers effectively.
According to this definition, the key members in the service supply chain are the
suppliers, service provider, customers and other partners (see Figure 1). The service
provider is the core unit of the service supply chain performs like the focal company
(usually the manufacturer) in the traditional product supply chain like Figure 2. When
they delivery services to the customer, the physical products suppliers will provide
related goods to the service provider, while the service suppliers provide related
services as part of the services delivered to the customer.
The second tier suppliers are not taken into consideration, because their added
value normally is very low or not providing pure services to the first tier supplier who
involved in the service providers’ process of services to the customers. Consequently,
the number of tier in service supply chain is normally less than a conventional supply
chain, and the structure of the service supply chain is normally simple and short than
the traditional supply chain (Sampson, 2000).
3.2 Dual-Directional Nature of Service Supply Chain
Most important thing is that customer participation is one of the essential
characteristics of service (Bitner, Faranda et al., 1997; Chervonnaya, 2003; Sampson
and Froehle, 2006) and directly related to the service quality. Consequently, even the
structure is simple; processes within the service supply chain are complex.
Within a service supply chain, the customer not only provider themselves as an
input, but also provide tangible belongs and specified demand information to the
service provider. Customer input plays critical effects in product/service design
innovation (Ulwick, 2002) and value creation (Davis and Heineke, 2002; Davis and
Heineke, 2005), it is the key to continuous service success. Meanwhile, service
provider plays the same role to their own service suppliers as the end customer. As a
result, the service supply chain is a two level dual-directional supply chain, which is
the essential nature different from the traditional supply chain.
Service Supply Chain: Nature, Evolution, and Operational Implications 1193
This nature is also referred as two-level bidirectional service supply chain
(Sampson, 2000; Fitzsimmons and Fitzsimmons, 2007). For the complexity and
uncertainty of the customer inputs, managing customer input will become a difficult
issue more than managing demand in the traditional supply chain.
In order to emphasis the customer input nature of the customer and the service
provider, here we use two lines to describe the two pathways within the service
supply chain (see Figure 1), which is different from the bidirectional service supply
chain model of Sampson and Froehle (2006), they using one bidirectional arrow to
describe this phenomena. In the traditional supply chain, the mentioned dual-direction
always refers to the product flow and information flow, the later one is normally
showed as a dotted arrow. While in a service supply chain, in particular in a global
environment, the complexity of information flows increase dramatically as time,
distance, language, and other factors come into play (Youngdahl and Loomba, 2000).
Besides the information flow, the nature difference can be clearly identified by
comparing Figure 1 and Figure 2.
3.3 Types of Service Supply Chain
The services delivered to the customers refers not only a pure service product, but
also a servitised product, which is a strategy of provision and support of bundles of
products and services to the customers not just sale products (Levitt, 1983).
Vandermerwe and Rada (1988) used the term “servitization” to refer to this bundling
of products and services. This strategy is becoming increasingly relevant for
manufacturers to improve competitive advantage (Slack, Lewis et al., 2004).
From the viewpoint of product or service focused, there are four different types of
service supply chain (Figure 3).
Normally, the general supply chain is focus on the operational efficiency, while the
product supply chain is more focus on effectiveness and responsiveness of delivering
products to the customers. These two types supply chain is followed the classification
rules of (Fisher, 1997), which is similar to the efficient supply chain and effective
supply chain.
With the fast development of service sector, product supply chain can be
transferred to servitised supply chain if the companies change their supply chain
Physical
Products
Service Service Customer
Fig. 1. Service Supply Chain
Distributo Retailer CustomeSu
lier Manufactur
Fig. 2. Traditional Supply Chain (Source: Sampson and Froehle (2006))
1194 Y. Lin, Y. Shi, and L. Zhou
Fig. 3. Product - Service Matrix for classification of service supply chain
strategies. For example, IBM sold their PC department to Lenovo, and devoted into
service providing, which is a strategic transformation from product supply chain to a
servitised supply chain context.
The service industry supply chain refers the supply chains for service industry, not
the manufacturing industry.
4 Evolution from Factory to Global Service Network
As the traditional supply chain conception, there exist supply chains providing
products to the customer throughout economic history, meanwhile there exist service
supply chain since customer willing to buy services together with the products. This
paper defines global service network as a high level of manufacturing organizations.
Regarding the evolution from a traditional manufacturing factory to the global
service network, this paper takes two evolutional pathways into consideration, which
is summarized into a Servitization-Globalization Matrix (see Figure 4) to analyze the
possible evolution trends.
The first pathway is servitization (Vandermerwe and Rada, 1988) which
transferring strategy priority from product focused to service focused, and the second
one is globalization (Shi and Gregory, 1998) which pushing the company changed
operations from local to global market.
The traditional factory conception is focused on product manufacturing (Chase,
1991), and it can be expanded to service factory when the company put more
attentions on bundling services to products (Chase and Erikson, 1988; Chase and
Garvin, 1989; Chase, Kumar et al., 1992; Youngdahl, 1996), which is termed as
servitization (Baines, Lightfoot et al., 2009; Wilkinson, Dainty et al., 2009). In a service
factory, production focus should be transferred to actively design and deliver “a range
of services as well as goods” (such as information, problem solving, sales, and support
hi
h
low
General
Supply chain
Service industry
supply chain
Servitised
supply chain
Product
Su
l
chain
low
high
Product
Focused
Service
Focused
Service-
oriented
Manufacturing-
oriented
Service Supply Chain: Nature, Evolution, and Operational Implications 1195
Fig. 4. Servitization-Globalization Matrix of the Evolution from Factory to Global Service
Network
activities) to both internal and external customers (Chase and Erikson, 1988; Chase
and Garvin, 1989; Chase, 1991; Chase, Kumar et al., 1992; Voss, 1992). Furthermore,
service is emerged as the fifth competitive priority (Chase, 1991 Garvin, 1993;
Youngdahl, 1996; Spring and Dalrymple, 2000) followed by cost, quality, flexibility,
and speed (Skinner, 1969; Skinner, 1974; Hayes, Wheelwright et al., 1988).
On the other hand, along with the globalization tide, international manufacturing
becomes one of the most important manufacturing strategies to enhance company’s
competitive advantages (Young, Kwong, et al., 1992; Toni, Filippini, et al., 1992;
Bolisani and Scarso, 1996). At the early stage, factory will extend their operations
view from internal to external, which transfer the factory into an organizational form
of extended enterprise (O'Neill and Sackett, 1994; Bititci, Mendibil et al., 2005).
Eventually, the factory tries to establish their Global Manufacturing Network (GMN)
to develop their global competitive capabilities (Shi and Gregory, 1998; Shi, 2003)
which is mainly driven by global sourcing strategies. In general, GMN is regarded as
a network of manufacturing factories (Ferdows, 1989), thus location decisions (Vos,
1991; Meijboom and Vos, 1997) for various manufacturing system and factory
designs become the vital strategic issues in GMN. Most important and difficult task of
managing the GMN is to manage dispersed plants network to quick respond to the
increasingly competitive and volatile environments (Colotla, Shi, et al., 1991).
Both traditional factories and service factory are evolved into the globalization
trends. Furthermore, the globalized revolutionary path of service, especially the
information-intensive services (Apte and Mason, 1995), is likely to parallel offshoring
trends seen in outsourcing manufacturing overseas. Recently, the service offshore
from developed country to developing country has gained significant attentions
(Metters and Verma, 2008). Youngdahl and Loomba (2000) suggest extending service
factory into a global supply chain context, which forms Service-driven Global Supply
Chain. Consequently, service factory is necessary and possible to be extended to a
Global Service Network (GSN), which it is mainly driven by servitization and
Service
factory
Global Service
Network
(GSN)
Factor
Global
Manufacturing
Network
GMN
Product
Service
Local Global
Extend
Enterprise
Service
supply chain
Servitization
Globalization
1196 Y. Lin, Y. Shi, and L. Zhou
globalization strategies. This paper defines GSN as a network consisting of not only
manufacturing factories providing servitised products (Wilkinson, Dainty et al., 2009;
Baines, Lightfoot et al., 2009, Spring and Araujo, 2009) to the global customers, but
also service providers or service firms (McLaughlin and Fitzsimmons, 1996; Freeman
and Sandwell, 2008; Kathuria, Joshi et al., 2008; Sharma and Loh, 2009) providing
professional services to both manufacturing factories and the end customers in the
service supply chain.
When the GMN gets into a mature stage, it needs to develop new value-added
activities for its sustainable development. Following the evolutional pathway of
servitization, bundling service to its products, or moving to service providing field,
could be the options for sustainable development. Example of IBM and HP are good
examples to show this evolution footprint. From a traditional factory making
computers to the international PC manufacturing network (GMN), IBM now forms a
global service network (GSN) gradually. Their operations strategy shifts from
product focused to service-focused. The network configuration and supported
capabilities of GSN are different from that of the GMN.
The SGM shows the pathways for a factory switching to the GSN from the
perspectives of servitization and globalization. The specific evolutions are varied for
different companies.
5 Operational Implications of Service Supply Chain Management
In order to effectively and efficiently managing the service supply chain, this paper
established a conceptual framework (see Figure 5) followed the way of Lambert and
Cooper (2000). It consists of three interdependent elements:
• Network configuration,
• Management processes,
• Management components.
Service processes include all the operations to provide services or servitised
products to the customers. Based on the model of Cooper, Lambert et al. (1997) and
Croxton, García-Dastugue et al. (2001), this paper establishes a service supply chain
(global service network) management process model as Figure 6, which is combined
the service supply chain model proposed by (Ellram, Tate et al., 2004) and the
Management
Processes
Network
Configuration
Management
components
Fig. 5. Conceptual framework of SSCM
Service Supply Chain: Nature, Evolution, and Operational Implications 1197
er
ice su
l
chain business
rocess
Information Flow Mana
emen
Service Providers
Product/Service flow
Customer Relationship Management (CRM)
Events Management
Logistics Fina nce
Production
Purchasing Marketing
Supplier
Knowledge Management
Demand Management
Service Delivery Management
Cash Flow Management
Supplier Relationship Management
Service Development
Capacity and Resource Management
Fig. 6. Service supply chain process structure
servitisation supply chain model developed by (Johnson and Mena, 2008). The
internal functions of the service providers are similar with the manufacturers in a
product supply chain.
This paper proposed 10 key processes for SSCM (see Figure 6) are compared with
the model of Ellram, Tate et al. (2004), Baltacioglu, Ada et al. (2007), Johnson and
Mena (2008), and GSCF (Cooper, Lambert et al., 1997; Croxton, García-Dastugue et
al., 2001) in Table 1.
CRM, SRM and demand management are referred in almost all the models, here this
paper only proposed our definitions for it without further discussion. For cash flow and
information flow, traditional supply chain model only took them as two parts of the three
flows, but not up to a management level, here this paper use the similar definition as
Johnson and Mena (2008).
1) Network, technology and information flow management. Service changes a lot
from labor-intensive to information-intensive by the application of advanced
information technologies. However, in the model of Johnson and Mena (2008) and
GSCF, they only regard information flow as one of the three flows along the supply
chain, not up to a management level. From our viewpoint, the network configuration
of the service supply chain includes not only the resources network, but also the
information architecture. And the service quality and performance largely depends on
the technologies applied in the service supply (Zsidisin, Jun et al., 2000). This paper
extends the conception of information management in the traditional supply chain
with the networks and technologies management (Baltacioglu, Ada et al., 2007).
2) Capacity and resources management. In this model, the conception of resources
is broader than traditional supply chain. It covers not only the tangible resources, such
as facilities, labour and capital; but also the intangible resources, such as skills,
1198 Y. Lin, Y. Shi, and L. Zhou
Table 1. Service supply chain management processes
GSN-Service
Supply Chain
model
Definition /
Description
Servitiseation
supply chain
model
Johnson and
Mena, (2008)
Service supply
chain model
Baltacioglu,
Ada et al., 2007
Service
supply chain
model
Ellram, Tate
et al., (2004)
GSCF supply
chain model
Cooper,
Lambert et al.,
(1997);
Croxton,
García-
Dastugue et
al., (2001)
1.
Network,
technology and
information
management
To deploy and
manage the
networks and
technologies, to
provide and
manage the
real-time
information, to
achieve visibility
to support other
processes and
activities.
Information flow
management
Information and
technology
management
Information
flow
Information
flow
2.
Customer
relationship
management
(CRM)
To develop and
maintain
sustainable
relationships with
customers
CRM CRM CRM CRM
3.
Supplier
relationship
management
(SRM)
To develop and
maintainable with
suppliers and
other partners
who providing
outsourced
services to the
service providers.
SRM SRM SRM SRM
4.
Demand
management
To forecast and
classify the
demand, and to
match the
demand with the
networked
resources.
Demand
management
Demand
management
Demand
management
Demand
management
5.
Capacity and
resources
management
To manage the
capacity and
resources
(including
facilities, labours,
capitals, etc) to
balance the
demand and
supply.
Capacity and
resources
management
Capacity and
skills
management
6.
Knowledge
management
To manage the
skills and
knowledge, to
share knowledge
throughout the
service network.
Service Supply Chain: Nature, Evolution, and Operational Implications 1199
Table 1. (continued)
Order delivery
management
Order process
management
Service delivery
management
Order
fulfilment
7.
Service delivery
management
To fulfil a service
order using
required
resources. Production
management
Manufacturin
g flow
management
8.
Financial flow
management
To manage the
payment and
invoice activities,
to make sure the
smoothly
operated cash
flow.
Financial flow
management
Cash flow
management
9.
Service
development and
innovation
To design and
develop (new)
service to meet
the customers’
current
requirements or
future
requirements
Product
development
Product
development
and
commercializ
ation
Service
performance
management
Returns and
end-of-life
management
Returns
management
10.
Performances and
events
management
(service quality;
experience)
To evaluate and
monitor the
processes and
performances, to
quick response to
customer
complain,
emergency and
any risks.
Risk
management
experiences and knowledge. The intangible resources are critical important for the
effectively operation of the service supply chain, hence we divided it into two parts
and proposed capacity and resources management, and knowledge management.
3) Knowledge management. It puts focus on intangible resources of the service
supply chain, in particularly how to transfer the intangible knowledge into service
outputs, and how to share the intangible knowledge are critical issues. We covered
skill management (Ellram, Tate et al., 2004) in knowledge management.
4) Service delivery management. It is an order fulfilment process providing
services and servitised products to the customers. Hence we include production
management (Johnson and Mena, 2008) and manufacturing flow management
(proposed by GSCF) into our model.
5) Service design/development and innovation. Service development is important
competitive concern in many service industries (Menor, Tatikonda et al., 2002; Verma,
Fitzsimmons et al., 2002), especially if they want to gain a sustainable competitive
advantages. New service design or service improvement is concerned here. Most
important is the service development should consider the labour and the knowledge.
6) Performance and events management. This paper uses event management to
cover the risk management proposed by (Johnson and Mena, 2008) and extended it to
refer to quick response to customer complain, emergency and any risks. All these are
directly related to the service performance; hence we link the performance
1200 Y. Lin, Y. Shi, and L. Zhou
management with events management. And the main stream of service performance is
service quality (Stanley and Wisner, 2001) along the supply chain.
6 Conclusions
With the fast development of service economy and globalization, especially after the
conception of Service Science was proposed by IBM in 2004, service operations
management and service supply chain management attracts more and more attentions
from both academia and practitioners. How the traditional factory will survive and
evolve in the service economy emerges as a vital question facing by the
manufacturing industries.
Based on the literature on integrating service into SCM, this paper tries to develop
a framework to better understanding the nature and challenge of service supply chain
through literature review and case study. The conception this paper proposed on
service supply chain covers the supply chains providing services or sevitised products
to the customers. And this paper also identified the possible evolution pathways from
conventional manufacturing factory to global service network from the perspectives
of servitization and globalization. The conception of global service network (GSN)
first proposed by this paper is defined as a network includinging both manufacturing
factories and service providers. Furthermore, based on the previous literature and
traditional supply chain model, this paper establishes a service supply chain
management process model, which is helpful to the practitioners to effectively and
efficiently manage their service supply chain.
Involvement degree of globalization and servitization is difficult to evaluate,
further study should be furthered to develop correspondent evaluation criteria and
approaches. In-depth case studies and empirical testing of the SSCM processes
framework model will be performed in the future to strengthen its generality.
In particular, the conception of global service network will be further verified and
well-defined through comprehensive case studies. Best practices should be
summarized as benchmarking to instruct the sustainable development of the
traditional manufacturing factory in the service economy environment.
References
Amini, M.M., Retzlaff-Roberts, D., Bienstock, C.C.: Designing a reverse logistics operation for
short cycle time repair services. International Journal of Production Economics 96(3), 367–
380 (2005)
Anderson, E.G., Morrice, D.J.: A simulation came for teaching service-oriented SCM: Does
information sharing help managers with service capacity decisions? Production and
Operations Management 9(1), 40–55 (2000)
Apte, U.M., Mason, R.O.: Global Disaggregation of Information - intensive Services.
Management Science 41(7), 1250–1263 (1995)
Armistead, C.G., Clark, G.: Resource Activity Mapping: The Value Chain in Service
Operations Strategy. Service Industries Journal 13(4), 221–239 (1993)
Baines, T.S., Lightfoot, H.W., Benedettini, O., Kay, J.M.: The servitization of manufacturing:
A review of literature and reflection on future challenges. Journal of Manufacturing
Technology Management 20(5), 547–567 (2009)
Service Supply Chain: Nature, Evolution, and Operational Implications 1201
Baltacioglu, T., Ada, E., Kaplan, M.D., Yurt, O., Kaplan, Y.C.: A New Framework for Service
Supply Chains. Service Industries Journal 27(2), 105–124 (2007)
Bititci, U.S., Mendibil, K., Martinez, V., Albores, P.: Measuring and managing performance in
extended enterprises. International Journal of Operations & Production Management 25(4),
333–353 (2005)
Bitner, M.J., Faranda, W.T., Hubbert, A.R., Zeithaml, V.A.: Customer contributions and roles
in service delivery. International Journal of Service Industry Management 8(3), 193 (1997)
Bolisani, E., Scarso, E.: Operation International manufacturing strategies: experiences from the
clothing industry. International Journal of Operations & Production Management 16(11),
71–84 (1996)
Chase, R.B., Erikson, W.J.: The Service Factory. Academy of Management Executive 2(3),
191–196 (1988)
Chase, R.B., Garvin, D.A.: The Service Factory. Harvard Business Review 67(4), 61 (1989)
Chase, R.B.: The Service Factory: A Future Vision. International Journal of Service Industry
Management 2(3), 60–70 (1991)
Chase, R.B., Jacobs, F.R., Aquilano, N.J.: Operations Management for Competitive Advantage.
McGraw-Hill Higher Education, New York (2005)
Chase, R.B., Kumar, K.R., Youngdahl, W.E.: Service-based manufacturing: the service factory.
Production and Operations Management 1(2), 175 (1992)
Chervonnaya, O.: Customer role and skill trajectories in services. International Journal of
Service Industry Management 14(3), 347–363 (2003)
Chopra, S., Meindl, P.: Supply chain management: strategy, planning, and operation. Pearson
Prentice Hall, Upper Saddle River (2007)
Clark, C.: The Conditions of Economic Progress. Macmillan, London (1940)
Cohen, M.A., Lee, H.L.: Out of Touch with Customer Needs? Spare Parts and After Sales
Service. Sloan Management Review 31(2), 55–66 (1990)
Cohen, M.A., Cull, C., Lee, H.L., Willen, D.: Saturn’s Supply-Chain Innovation: High Value in
After-Sales Service. Sloan Management Review 41(4), 93–101 (2000)
Cohen, M.A., Yu-sheng, Z., Agrawal, V.: Service parts logistics: a benchmark analysis. IIE
Transactions 29(8), 627–639 (1997)
Colotla, I., Shi, Y.J., Gregory, M.J.: Operation and performance of international manufacturing
networks. International Journal of Operations & Production Management 23(10), 1184–
1206 (2003)
Cook, J.S., DeBree, K., Feroleto, A.: From Raw Materials to Customers: Supply Chain
Management in the Service Industry. SAM Advanced Management Journal 66(4), 14 (2001)
Cooper, M.C., Lambert, D.M., Pagh, J.D.: Supply Chain Management: More Than a New
Name for Logistics. The International Journal of Logistics Management 8(1), 1–14 (1997)
Croxton, K.L., García-Dastugue, S.J., Lambert, D.M., Rogers, D.S.: The Supply Chain
Management Processes. The International Journal of Logistics Management 12(2), 13–36
(2001)
Davis, M., Heineke, J.: Operations Management: Integrating Manufacturing and Services.
Irwin/McGraw-Hill, New York (2005)
Davis, M.M., Heineke, J.: Managing Services: Using Technology to Create Value.
Irwin/McGraw-Hill, New York (2002)
Davis, T.: Effective Supply Chain Management. Sloan Management Review 34(4), 35–46
(1993)
Ellram, L.M., Tate, W.L., Billington, C.: Understanding and Managing the Services Supply
Chain. Journal of Supply Chain Management: A Global Review of Purchasing &
Supply 40(4), 17–32 (2004)
1202 Y. Lin, Y. Shi, and L. Zhou
Ferdows, K.: Managing International Manufacturing. Elsevier Science Ltd., Amsterdam (1989)
Fisher, M.L.: What is the right supply chain for your product? Harvard Business Review 75(2),
105–112 (1997)
Fitzsimmons, J.A., Fitzsimmons, M.J.: Service Management: Operations, Strategy, Information
Technology. McGraw-Hill Higher Education, New York (2007)
Freeman, S., Sandwell, M.: Professional service firms entering emerging markets: the role of
network relationships. Journal of Services Marketing 22(3), 198–212 (2008)
Garvin, D.A.: Manufacturing strategic planning. California Management Review 35(4), 85–106
(1993)
Goffin, K., New, C.: Customer support and new product development - An exploratory study.
International Journal of Operations & Production Management 21(3), 275–301 (2001)
Hayes, R.J., Wheelwright, S.C., Clark, K.B.: Dynamic Manufacturing: Creating the Learning
Organization. Free Press, New York (1988)
Heineke, J., Davis, M.M.: The emergence of service operations management as an academic
discipline. Journal of Operations Management 25(2), 364–374 (2007)
Johnson, M., Mena, C.: Supply chain management for servitised products: A multi-industry
case study. International Journal of Production Economics 114(1), 27–39 (2008)
Johnston, R., Clark, G.: Service Operations Management. Financial Times/ Prentice Hall
(2008)
Kathuria, R., Joshi, M.P., Dellande, S.: International growth strategies of service and
manufacturing firms: The case of banking and chemical industries. International Journal of
Operations & Production Management 28(10), 968–990 (2008)
Kellogg, D.L., Nie, W.: A framework for strategic service management. Journal of Operations
Management 13(4), 323–337 (1995)
Lambert, D.M., Cooper, M.C.: Issues in supply chain management. Industrial Marketing
Management 29(1), 65–83 (2000)
Lambert, D.M., Cooper, M.C., Pagh, J.D.: Supply Chain Management: Implementation Issues
and Research Opportunities. International Journal of Logistics Management 9(2), 1–20
(1998)
Lee, H.L., Billington, C.: Managing Supply Chain Inventory - Pitfalls and Opportunities. Sloan
Management Review 33(3), 65–73 (1992)
Levitt, T.: After the sale is over. Harvard Business Review 61(5), 87–93 (1983)
Loomba, A.P.S.: Product distribution and service support strategy linkages. International
Journal of Physical Distribution & Logistics Management 28(2/3), 143–161 (1998)
Loomba, A.P.S.: Linkages between product distribution and service support functions.
International Journal of Physical Distribution & Logistics Management 26(4), 4–22 (1996)
Lovelock, C.H., Wirtz, J.: Services Marketing: People, Technology, Strategy. Pearson
Education, London (2007)
Mabert, V.A.: Service operations management: Research and application. Journal of Operations
Management 2(4), 203–209 (1982)
Machuca, J.A.D., de González-Zamora, M.M., Aguilar-Escobar, V.G.: Service Operations
Management research. Journal of Operations Management 25(3), 585–603 (2007)
McLaughlin, C.P., Fitzsimmons, J.A.: Strategies for globalizing service operations.
International Journal of Service Industry Management 7(4), 43–57 (1996)
Meijboom, B., Vos, B.: International manufacturing and location decisions: balancing
configuration and co-ordination aspects. International Journal of Operations & Production
Management 17(8), 790–805 (1997)
Menor, L.J., Tatikonda, M.V., Sampson, S.E.: New service development: areas for exploitation
and exploration. Journal of Operations Management 20(2), 135–157 (2002)
Service Supply Chain: Nature, Evolution, and Operational Implications 1203
Metters, R., Verma, R.: History of offshoring knowledge services. Journal of Operations
Management 26(2), 141–147 (2008)
Nordin, F.: Searching for the optimum product service distribution channel. International
Journal of Physical Distribution & Logistics Management 35(8), 576–594 (2005)
O’Neill, H., Sackett, P.: The Extended Manufacturing Enterprise Paradigm. Management
Decision 32(8), 42–49 (1994)
Palmer, A.: Principles of Services Marketing. McGraw-Hill Higher Education, New York
(2005)
Poole, K.: Seizing the Potential of the Service Supply Chain. Supply Chain Management
Review 7(4), 54 (2003)
Quinn, J.B.: Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry.
Free Press, New York (1992)
Roth, A.V., Menor, L.J.: Designing and managing service operations: introduction to the
special issue. Production & Operations Management 12(2), 141–144 (2003)
Saccani, N., Johansson, P., Perona, M.: Configuring the after-sales service supply chain: A
multiple case study. International Journal of Production Economics 110(1-2), 52–69 (2007)
Sampson, S.E., Froehle, C.M.: Foundations and Implications of a Proposed Unified Services
Theory. Production & Operations Management 15, 329–343 (2006)
Sampson, S.E.: Customer-supplier duality and bidirectional supply chains in service
organizations. International Journal of Service Industry Management 11(4), 348–364 (2000)
Sharma, A., Loh, P.: Emerging trends in sourcing of business services. Business Process
Management Journal 15(2), 149–165 (2009)
Shi, Y., Gregory, M.: International Manufacturing Networks - to develop global competitive
capabilities. Journal of Operations Management 16(2-3), 195–214 (1998)
Shi, Y., Gregory, M.: Internationalisation and evolution of manufacturing systems: classic
process models, new industrial issues, and academic challenges. Integrated Manufacturing
Systems 14(4), 357–368 (2003)
Simchi-Levi, D., Kaminsky, P., Simchi-Levi, E.: Designing and managing the supply chain:
concepts, strategies, and case studies. McGraw-Hill/Irwin, Boston (2008)
Skinner, W.: Manufacturing – missing link in corporate strategy. Harvard Business
Review 47(3), 136–145
Skinner, W.: The focused factory. Harvard Business Review 52(3), 113–121
Slack, N., Lewis, M., Bates, H.: The two worlds of operations management research and
practice: Can they meet, should they meet? International Journal of Operations &
Production Management 24(4), 372–387 (2004)
Spring, M., Araujo, L.: Service, services and products: rethinking operations strategy.
International Journal of Operations & Production Management 29(5), 444–467 (2009)
Spring, M., Dalrymple, J.F.: Product customisation and manufacturing strategy. International
Journal of Operations & Production Management 20(4), 441–467 (2000)
Stanley, L.L., Wisner, J.D.: Service quality along the supply chain: implications for purchasing.
Journal of Operations Management 19(3), 287–306 (2001)
Toni, A.D., Filippini, R., Forza, C.: Manufacturing Strategy in Global Markets: An Operations
Management Model. International Journal of Operations & Production Management 12(4),
7–18 (1992)
Towill, D.R.: Supply Chain Dynamics. International Journal of Computer Integrated
Manufacturing 4(4), 197–208 (1991)
Ulwick, A.W.: Turn Customer Input into Innovation. Harvard Business Review 80, 91–97
(2002)
1204 Y. Lin, Y. Shi, and L. Zhou
Vandermerwe, S., Rada, J.: Servitization of business: Adding value by adding services.
European Management Journal 6(4), 314–324 (1988)
Verma, R., Fitzsimmons, J., Heineke, J., Davis, M.: New issues and opportunities in service
design research. Journal of Operations Management 20(2), 117–120 (2002)
Vos, G.C.J.M.: A Production-allocation Approach for International Manufacturing Strategy.
International Journal of Operations & Production Management 11(3), 125–134 (1991)
Voss, C.: Applying Service Concepts in Manufacturing. International Journal of Operations &
Production Management 12(4), 93–99 (1992)
Voss, C., Tsikriktsis, N., Funk, B., Yarrow, D., Owen, J.: Managerial choice and performance
in service management–a comparison of private sector organizations with further education
colleges. Journal of Operations Management 23(2), 179–195 (2005)
Wilkinson, A., Dainty, A., Neely, A.: Changing times and changing timescales: the
servitization of manufacturing. International Journal of Operations & Production
Management 29(5), 1–3 (2009)
Wise, R., Baumgartner, P.: Go Downstream: The New Profit Imperative in Manufacturing.
Harvard Business Review 77(5), 133–141 (1999)
Young, S.T., Kwong, K.K., Li, C., Fok, W.: Global Manufacturing Strategies and Practices: A
Study of Two Industries. International Journal of Operations & Production
Management 12(9), 5–17 (1992)
Youngdahl, W.E., Loomba, A.P.S.: Service-driven global supply chains. International Journal
of Service Industry Management 11(4), 329–347 (2000)
Youngdahl, W.E.: An investigation of service-based manufacturing performance relationships.
International Journal of Operations & Production Management 16(8), 29–43 (1996)
Zeithaml, V., Bitner, M.J., Gremler, D.D.: Service Marketing. McGraw-Hill Higher Education,
New York (2005)
Zsidisin, G.A., Jun, M., Adams, L.L.: The relationship between information technology and
service quality in the dual-direction supply chain. International Journal of Service Industry
Management 11(4), 312–328 (2000)