2012年供應(yīng)鏈外文翻譯--客戶視角下的服務(wù)供應(yīng)鏈

1、<p>　　8100英文單詞，4.5萬(wàn)英文字符，中文13500字</p><p>　　文獻(xiàn)出處：Roger Maull,Joana Geraldi,Robert John Ston. Service Supply Chains:A Customer Perspective. Journal of Supply Chain Management, 2012, 10: 72-86</p>&l

2、t;p>　　SERVICE SUPPLY CHAINS: A CUSTOMER PERSPECTIVE</p><p>　　ROGER MAULL</p><p>　　University of Exeter Business School</p><p>　　JOANA GERALDI</p><p>　　University Col

3、lege London</p><p>　　ROBERT JOHN STON</p><p>　　University of Warwick</p><p>　　Given the central role of customers in services, it is striking that the predominant view of service su

4、pply chain management is primarily based on the perspective of the organization. In this conceptual study, we explore the conceptualization and management of service supply chains from a customer perspective, that is , h

5、ow a customer manages, coordinates and integrates service provision to create value. We have taken a systems thinking lens, and in particular Checkland’s characterization of sys</p><p>　　Keywords: services;

6、supply chain management; customer ’s role in services; systems thinking</p><p>　　INTRODUCTION</p><p>　　One, if not the, key characteristic of a service is that it takes place at the interface wi

7、th the customer (see, for example, Parasuraman, Zeithaml and Berry 1985; Sampson 2000). Furthermore, in many services customers are not simply a recipient, but are actively involved in the design, creation and delivery o

8、f services (Bitner, Faranda, Hubbert and Zeithaml 1997). As such they are a resource, fulfilling roles often similar to a company’s employees (Johnston 1989). A critical role for operations</p><p>　　Given th

9、is central role of customers in services, it is striking that the predominant view of supply chain management is primarily based on the perspective of the organization rather than the customer. We acknowledge that there

10、is an existing body of the literature that recognizes the need and importance of a customer orientation from the perspective of the service provider (see, for example, Levitt 1960; Dean and Bowen 1994; Lengnick-Hall 1996

11、 and Vargo and Lusch 2004). However, in contrast to </p><p>　　In exploring how the network of service providers can be coordinated and managed to best satisfy the customer, we have taken a perspective simila

12、r to that pro-vided by Prahalad and Ramaswamy (2003). They placed the customer at the center of a “purposeful inter-action of the individual customer with a network of companies and consumer communities” (p. 14). They c

13、ontrasted the more traditional view of supply chains from the provider’s perspective, with its focus on fulfillment, with a customer fo</p><p>　　individuals. There are also clear echoes here of Normann and R

14、amirez’s “value constellations”(1993).</p><p>　　Taking a customer perspective on a network or constellation of organizations may provide both conceptual and practical opportunities. First, it may enable scho

15、lars to address an inherent contradiction in the concept of service supply chains. Our current understanding and models of service supply chains refer to the supply chain of goods and services that support the realizatio

16、n of the service; it is the supply chain for services, not of services. Taking a customer perspective focuses on the chai</p><p>　　Prahalad and Ramaswamy (2003) and Normann (2001) suggested that taking a cus

17、tomer perspective requires an understanding of the nonlinearities, time dependencies and relationships among the various elements of the supply chain and called for a complete consideration of the customer/provider syste

18、m. To con-duct this analysis, we have therefore taken an approach based on systems thinking. Systems thinking provides an alternative perspective on service supply chain management (SSCM) because, by its </p><

19、p>　　This study uses systems thinking to underpin a customer perspective to service supply chains reconceptualizing them around the activities of the customer rather than the operations of a network of service provider

20、s. We have two main objectives:</p><p>　　1. To explore the conceptualization and management of service supply chains from a customer perspective and to provide a richer definition of this perspective using s

21、ystems thinking to help identify a number of features of such a network.</p><p>　　2. To develop a number of research opportunities that arise from this customer perspective.</p><p>　　The next se

22、ction provides an overview of the literature on service supply chains identifying the differences between product and service supply chains and argues for taking a different perspective, that of the customer. The followi

23、ng sections employ key concepts from systems thinking to develop research opportunities for further study.</p><p>　　LITERATURE ON SUPPLY CHAINS IN SERVICES</p><p>　　The literature on supply chai

24、n management is widely recognized to be heavily focused on manufacturing (see, for example, Baltacioglu, Ada, Kaplan, Yirt and Cem Kaplan 2007; Spring 2008 and Stock, Boyer and Harmon 2010). Much of the more recent liter

25、ature on service supply chains reflects this heritage and refers to product service systems (PSSs), where PSSs are defined as a marketable set of products and ser-vices capable of jointly fulfilling a user’s needs (White

26、, Stoughton and Feng 1999; Mont</p><p>　　? Product-oriented services where services such as advice and consultancy add extra services to the product;</p><p>　　? Use-oriented services where the p

27、rovider owns the asset and provides a service through leasing it to the customer;</p><p>　　? Results-oriented services where there is often no predetermined product, and the service provider uses their resou

28、rces to provide the service outcome. </p><p>　　In considering product-oriented services, Chase and Garvin (1989) identified four different service factories: laboratory, consultant, showroom and dispatcher,

29、and their implications for the roles taken by the customer. Youngdahl and Loomba (2000) extended this conceptualization to consider the supply chain. They found that when moving from the internal view of the service fact

30、ory to a global supply chain, the roles of service provider and customer become dynamic, and the managerial challenges r</p><p>　　The implications for SCM of moving from a product (value-in-exchange) focus t

31、o a service (value-in-use) focus have been considered by Baines, Lightfoot, Evans, Neely, Greenough, Peppard, Roy, Shehab, Braganza, Tiwari, Alcock, Angus, Bastl, Cousens, Irving, Johnson, Kingston, Lockett, Martinez, Mi

32、chele, Tran-field, Walton and Wilson (2007). They identified that as a company transitioned from a product to a service focus, there was a move from a vertically integrated supply chain to one which focu</p><p

33、>　　These SSCM findings specifically relate to organizations where the product plays a central role. The question becomes, is this theme of SSCM research specifically relevant to PSS or can the findings be extended to

34、the wider service environment? The wider extension of these findings would seem to be in some doubt following the work of Sengupta, Heiser and Cook (2006). In their empirical survey of manufacturing and service companies

35、, they identified that different supply chain practices were impor</p><p>　　Further support for fundamental differences between manufacturing-oriented SCM research and service SCM research is provided by Ell

36、ram, Tate and Billing-ton (2007). In a review of three major supply chain frameworks, they compared Hewlett-Packard’s model of supply chain management, the SCOR model and the global supply chain forum framework. They ide

37、ntified a number of fundamental contradictions in applying these models to services. For example, in the SCOR model, each company has four processes;</p><p>　　of a lawyer, for example, it may be possible to

38、identify the “sources” (various legal services providers) but very difficult to differentiate “make” and “deliver.” It would also be difficult to make the case for a “returns” process. They concluded by calling for more

39、research in service supply chains recognizing that services are difficult to visualize and measure and that these factors make service supply chains particularly challenging to manage.</p><p>　　These fundame

40、ntal differences between manufacturing and service supply chains suggest the need for research into the nature of service supply chains that discards the traditional manufacturing context. Such an alternative view of ser

41、vice supply chains emerges in two streams of work: customer supplier duality led by Sampson (2000; Sampson and Froehle 2006) in operations management and service-dominant logic (SDL) led by Vargo and Lusch in marketing (

42、see, for example, Vargo and Lusch 2004 and Lusc</p><p>　　Sampson (2000) began his study on service supply chains by defining services as having customers as primary suppliers of inputs. He developed the idea

43、 of a customer – supplier duality and bidirectional supply chains. For example, in a computer repair facility, the customer provides the computer, the service provider fixes the problem and the customer receives the out-

44、put, the customer is both the supplier of inputs and the receiver of outputs. In the case of a utility company, the customer provi</p><p>　　1. Single-level bidirectional: This is where the customer supplies

45、inputs and receives the output, for example, a visit to the dentist. These supply chains tend to be very short.</p><p>　　2. Two-level bidirectional: This is where one aspect of the supply chain is outsourced

46、 to a third party; for example, the dentist might outsource the production of bridges and crowns to a specialist. Sampson stated that these supply chains rarely go beyond two levels.</p><p>　　3. Customer–sup

47、plier duality that is not bidirectional: For example, DHL will pick up a parcel and deliver to a customer that is not necessarily the same customer who supplied the parcel. In the case where they pick up and deliver to o

48、ffices of the same firm, then this would be an example of a single-level bidirectional supply chain. Fitzsimmons, Anderson, Morrice and Edward Powell (2004) used Sampson’s notion of customer – supplier duality and extend

49、ed his examples to traditional service indust</p><p>　　Sampson’s, and indeed Fitzsimmons’s, perspective, however, was primarily that of the service provider. For example, in considering the managerial implic

50、ations of his model, Sampson set out to consider three levels of decisions around the supply base: make/buy, and the number of suppliers and supplier selection. Each of these is about how the provider can best manage the

51、ir supply chain to deliver service to, and with, their customers. On the issue of partnering, he considered how universities can</p><p>　　It could be argued that this provider perspective acknowledges and ad

52、dresses customers’ influence in service offerings, but considers the customer as relatively passive; customers provide inputs, which are acted upon by the provider. The active role of customers is more widely recognized

53、in the more marketing-orientated literature. For example, Bitner et al. (1997) stated that customers have essential production roles that affect the service outcome. They identified three different roles for the</p>

54、;<p>　　1. The customer as a productive resource, where the customer contributes inputs. They summarized two different views on the impact of these inputs on service delivery:</p><p>　　Providers should

55、 seek to reduce the impact from the input variety by isolating the inputs from the technical core.</p><p>　　Services can be more efficient by viewing the customer as a quasi employee and encouraging their pa

56、rticipation in the delivery process.</p><p>　　2. Customers as contributors to meeting their requirements for quality, satisfaction and value. Effective customer participation can increase the likelihood that

57、 needs are met and benefits will be obtained, particularly in cases where, unless the customer fully participates, the outcome will not be achieved, for example, a weight loss program. Other customers may find participat

58、ion to be intrinsically attractive or they might obtain a price reduction for self service, for example, reading your o</p><p>　　3. The customer may also be seen as a competitor, in that the customer can oft

59、en choose to simply do it themselves (internal exchange) as opposed to identifying someone to do it for them.</p><p>　　Similarly, Lengnick-Hall (1996) argued that organizations need to pay more attention to

60、the different roles of the customers in their operations. The author explored five roles, namely, customer as input, customer as co-producer, customer as user, customer as buyer and customer as product (Lengnick-Hall 199

61、6).</p><p>　　In this issue of the Journal of Supply Chain Management, Sampson and Spring (2012) explicitly recognized the active roles of the customer in service provision and added to the original formulati

62、on of the customer as provider of inputs with Bitner et al.’s three roles through the additional activities of:</p><p>　　? Customer as a design engineer, where customers express views on how the service shou

63、ld be</p><p>　　designed and delivered.</p><p>　　? Customer as production/operations manager, where the customer directs the service provider as to how the service process should be conducted.<

64、;/p><p>　　? Customers as inventory, where customers are waiting in line or waiting for their belongings or information.</p><p>　　In this study, we will draw on this notion of the customer’s contrib

65、ution to the service outcomes and the customer as a designer and operations manager, that is, manager and controller of the service activities.</p><p>　　More recent developments in the marketing literature h

66、ave further emphasized this central and active role of the customer. This is exemplified in Vargo and Lusch’s work on service-dominant logic (SDL). In SDL, customers are recognized as “active participants in relational e

67、xchanges and coproduction” (2004, p. 7); goods are an appliance for the delivery of the service and value is only determined by the customer according to value-in-use. In their recent work, Lusch, Vargo and Tanniru (2010

68、) prop</p><p>　　1. Integrating the customer into marketing and supply chain management . SDL advocates treating the customer as endogenous to the firm and considers such issues as, how do customers decide ho

69、w much coproduction1 to engage in, how do customers change products to create more value and how do customers regard their value-creating activities?</p><p>　　1Coproduction takes place when the productive ac

70、tivity is shared between supplier and customer. The customer is involved in part of the production process, be it before, during or after the purchase, for example, customers agree to assemble the furniture bought in IKE

71、A (Lusch et al. 2010).</p><p>　　2. The systemic nature of value creation. Co-creation2 involves complex networks rather than dyads or linear supply chains and therefore like any complex system has systemic i

72、nterventions and effects. Questions include: what is the relationship between value creation in one part of the network to value creation in other parts of the network; how can we measure productivity from the perspectiv

73、e of co-creation; and what is the role of competition in value creation networks?</p><p>　　3. Market sensing and organizational learning. How do organizations go about the second order concepts of sensing th

74、e market, learning and adapting?</p><p>　　4. Governance issues with value networks. Vargo and Lusch compare SDL to a traditional perspective on value offerings that they call goods-dominant logic (GDL), whic

75、h is when firms add value by making products, with the value being manifested in exchange, not in use, as it is the case under SDL. Under GDL, the product manufactured is the key node that dictates the composition of the

76、 value network. However in SDL, no one economic actor owns the value network. Therefore, this issue includes consid</p><p>　　5. Innovation. With SDL and value networks, product innovation has become open. So

77、 how do you bring suppliers and customers into the product design process? How do customers motivate competing suppliers to collaborate? And what are the issues surrounding intellectual property?</p><p>　　Th

78、ere is strong similarity between these two perspectives on service supply chains —Sampson’s customer–supplier duality in operations management, and Vargo and Lusch’s SDL from a marketing perspective. In essence, their co

79、mmonality is that the heart of value production lies at the interaction between customer and provider, which in turn drives the configuration of the supply chain. The service supply chain enables the interactions which p

80、rovide service, for example, grocery, laundry, cooks and w</p><p>　　What is striking from this review of the literature on service supply chains is the limited attention to the customer’s viewpoint. Much of

81、the literature is concerned with taking the service provider’s perspective whether the customer is active or passive and even when the customer is endogenous and part of the value network or constellation, the focus is o

82、n what does this mean for the service provider? However, Lusch et al. (2010) raised several questions from a customer perspective, such as ho</p><p>　　A SYSTEMS APPROACH</p><p>　　For some author

83、s, “systems” are out there to be discovered and are encountered everywhere (Smith 1982; Wu 1992). For others (Weinberg 1975; Checkland 1981), they are a way of looking at the world. In other words, systems thinking impli

84、es an epistemological position. In this research, we take the view of Check-land (1981) in recognizing the crucial importance of the observer. For us, systems are not predefined and out there to be discovered; rather, sy

85、stems thinking is an alternative way of think</p><p>　　Checkland (1981) provided some general guidelines for defining a system that transcend the observer’s role and purpose. A system is “an entity which is

86、a coherent whole. The coherence enables a boundary to be drawn around the entity distinguishing the elements inside from the outside; the environment. There is a mechanism of control which enables the entity to keep its

87、identity. The existence of a boundary enables us to identify inputs and outputs, that is things that cross the boundary. The ele</p><p>　　2Cocreation of value (as opposed to value in exchange) considers that

88、 the value of an offering is realized in use. It rejects the idea that firms “add value” and proposes a value system where producer and customer create value in a relationship, through the integration of their resources

89、(see, for example, Vargo and Lusch 2004).</p><p><b>　　FIGURE 1</b></p><p>　　A Systems Model</p><p>　　Using Checkland’s definition, we can identify five main features of

90、a system: boundaries, hierarchies, mechanisms of control, inputs and outputs and sub-systems and a wider whole, and these may be represented as in Figure 1.</p><p>　　A systems approach to the study of supply

91、 chain management is not new. For example, Croom, Romano and Giannakis (2000) placed systems thinking first among the antecedent disciplines underpinning supply chain management. Mason-Jones and Towill (1999) took a syst

92、ems approach to the design of agile supply chains, and Peck (2005) drew heavily on multiple systems authors to develop a model of sources and drives of vulnerability on supply chains. Indeed, one might argue that explici

93、tly, or more often </p><p>　　? It is concerned with relationships and interactions between actors and the interconnections between organizations in the supply chain system.</p><p>　　? It is holi

94、stic in nature in that it considers not one relationship, but many relationships, in the supply chain system.</p><p>　　? It is dynamic in that research has involved not only the structure of the supply chain

95、 system but also how this changes and “function” —the flows and practices to improve the flow of material and information across the system.</p><p>　　We now consider the implications of taking a customer vie

96、w of the service supply chain drawing on four main themes of systems thinking: worldview, boundaries, hierarchies and mechanisms of control. This perspective leads us to put forward several features (components of a defi

97、nition) and research opportunities that can be examined in future research.</p><p>　　A CUSTOMER WORLDVIEW OF SERVICE SUPPLY CHAINS</p><p>　　This study proposes a different worldview to service s

98、upply chains. While the literature in service supply chains has argued about the significant role of the customer in the provision of services (Sampson 2000), we contend that most of the literature places the provider at