A supply chain management framework for services

Abstract

While services represent the largest sector of the global economy, 86.8% in the United States, most supply chain management (SCM) research is focused on product flows. Executives in manufacturing firms have benefited from frameworks created to implement SCM processes, but this is not the case for their counterparts in service companies. The two most cited SCM frameworks for services have methodological and conceptual deficiencies. Drawing upon the service‐dominant logic of marketing and using an empirical research approach, we developed supply chain structure maps for nine service firms. Our findings indicate that the supply chain structure maps of service companies are comparable to those in the product‐based literature, which supports the service‐dominant logic. Then, we identified the six key processes that constitute a framework to manage service supply chains. The customer relationship management and the supplier relationship management processes form the critical links in the supply chain, and the other four processes are coordinated through this linkage. The SCM framework for services provides direction for executives in service firms who need to increase cross‐functional integration within their firms and with other members of the supply chain. For academics, 12 avenues for future research are identified.

Quantifying the influence of supplier relationship management and supply chain performance

“…It involves developing dynamic partnerships between businesses and their suppliers (Sharma et al, 2020). SRM focuses on creating lasting and mutually beneficial relationships beyond mere transactions (Enz & Lambert, 2023). In today's competitive landscape, strong supplier relationships are vital for success (Amoako-Gyampah et al, 2019).…”

Developing an entrepreneurial mindset in supply chain managers: Exposing a powerful potential

“…Here, we espouse the value of SCO as not only increasing awareness of the larger network implications of bringing new product/service provisions to market but also amassing a broader set of resources and skills to innovation projects. Research routinely examines the benefits of collaborative effort meeting everyday business needs (e.g., Gligor et al., 2022), yet we rarely examine how collaboration renders enhanced outcomes in cross‐firm entrepreneurial activities, with some exceptions noted (Enz & Lambert, 2023; Richey et al., 2022; Sternberg et al., 2021). Further, we have yet to fully recognize the hazards and failure potential associated with these collaborative undertakings directed to high‐risk/high‐reward initiatives in pursuit of innovation.…”

A case and framework for expanding the use of model‐free evidence

“…Two of the articles in the issue offer an important contribution to expanding theory in the supply chain management (SCM) domain. Enz and Lambert (2022) bring attention to SCM in the service sector. The note is that most supply chain management research has focused on product flows, which limits the ability of service companies to benefit from the creation of SCM process implementation frameworks.…”