Research Proposal Hiren

7/27/2019 Research Proposal Hiren

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Ph.D Proposal

1) NAME OF THE SCHOLAR: Mr. Hiren Patel

2) TITLE OF THE RESEARCHPerformance measurement of Service Supply Chain with special reference to Indian Banking

Sector

3) INTRODUCTIONSupply chain management (SCM) has become a very prominent concern for both large and small

companies as they strive for better quality and higher customer satisfaction (Mentzer et al. 2000;

Chopra and Meindle 2001). According to a recent Deloitte Consulting Survey, 91 percent of

North American manufacturers rank supply chain management as very important or critical to

their companies success, yet only 2 percent of the manufacturers in the same survey rank their

supply chains as world-class (Thomas 1999; Gulisano 2000).

Supply chain management works to bring the supplier, the distributor, and the customer into one

cohesive process (Laudon and Laudon, 2001; Youngdahl 2000). The manufacturers, suppliers,

transporters, warehouses, retailers, and customers are involved in a dynamic but constant flow of

information, products, and funds (Simchi-levi et al. 2000).

Successful implementation of supply chain management has been credited with helping to cut

costs (Mainardi et al. 1999), increase technological innovation (Hult et al. 2000), increase

profitability and productivity (Gryna 2001), reduce risk (Chase et al. 2000), and improve

organizational competitiveness (Fisher 1997; Christopher 2000; Spekman et al. 1994; Wisner

and Choon 2000).


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In manufacturing supply chains this is easy to conceive, as it is primarily related with the

transformation of raw materials into final products. Each company in the supply chain

consecutively adds value to the product by processing the materials and information that flow

from the upstream companies and then delivers the incomplete product to the next link of the

chain. In the context of business services however, this is not relevant because they cannot be

transformed, transported or inventoried in the same way as industrial goods. The emerging field

of service science, management and engineering (SSME) has provided a new platform for

research in the design and delivery of services, by emphasizing the co-creation of value through

the collaboration of various actors of a service system (Spohrer et al., 2007), but until today has

focused primarily on the multidisciplinary nature of the design of services.

Cohen et al 2006, Srai 2007 describe service supply chain as a network of resources, while Gosling

& Colborn 2004, Waart & Kemper 2004 as SC that enables efficient after-sales support. Service

Supply Chain (SSC) is a management of information, processes, service performance, resources,

capacity and funds (Ellram et al 2004, Baltacioglu et al 2007). Comprising all above Antigoni

Iakovaki at el (2010) defined Service Supply Chain is a network of inter-connected organisations

that utilizes resources and transforms their inputs (skills and knowledge) into the service offering to

enhance the delivery of a flexible customised solution

Ellram et al. (2004) has defined service supply chain management as the management of information,

processes, capacity, service performance and funds from the earliest supplier to the ultimate

customer.

4) IMPORTANCE OF PROPOSED INVESTIGATIONIn recent decades, services have become extremely important in the world economies. The

service economy has always been the driving force of economic growth of every developednation (Giannakis, 2011). Indeed, the transformation of industrialized economies from a

manufacturing base to a service orientation is a continuing phenomenon (Smith, Karwan, &

Markland, 2007). However, despite the importance of services and the increasing servitization of

world economies, services lag behind in performance when compared to manufacturing (van

Ark, Mahony, & Timmer, 2008).


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According to (van Ark, Mahony, & Timmer(2008), though in the developing world, importance

of services and the increasing servitization, services lag behind in performance when compared

to manufacturing. Services are difficult to visualize and measure and the diversity of the services

sector make it difficult to develop a unifying services framework (Ellram, Tate, & Billington,

2004)

5) SCOPE OF THE PROPOSED STUDYDespite extensive SCM literature over the last twenty years and the increasing importance on

services, the area of SSC is largely unexplored; as commented by several authors (Ellram et al 2004,

Sengupta et al 2006, Niranjan 2007, Baltacioglu et al 2007, Spring 2008). This can be partly

attributed due to the difficulties that arise from the unique nature of services and their distinct

characteristics; intangibility, simultaneity, heterogeneity and perishability, which make services

difficult for people to visualise and measure. Globalisation of services (Ellram 2004), competition

(Baltacioglu 2007) and issues of mass partnering (Liker 2004) add even more complexity into the

service supply chain arena.

The gap in the academic world has recently only started to be addressed by directly using the SSC

concepts and terminology (Sampson 2000, Ellram et al 2004, Cohen 2006, Baltacioglu et al 2007,

Avery 2008), identifying similarities and difference between product and SSCs (Niranjan 2007,

Sengupta et al 2007, Spring 2008) and suggesting frameworks specifically for SSCs (Ellram et al

2004, Baltacioglu et al 2007).

The literature on supply chain performance measurement provides useful insights to the study of

SSCPM. However, these studies were designed primarily for use in manufacturing supply chains.

Therefore, there is a need to develop an appropriate performance measurement in the context of

service supply chains. Giannakis (2011) explores the utility of the manufacturing biased SCORmodel in services and develops a reference model for use in service organizations.

Fitzgerald et al. (1991) propose six service performance dimensions, which are different from

those for the manufacturing sector:


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Dimension Issues Types of measures

Competitiveness 1. Ability to win new customers2. Customer loyalty

1. Relative market share andposition

2. Measures of customerbase

Financial

performance

1. Asset turnover2. Control of labour and capital

costs

3. Profit per serve

1. Profitability2. Liquidity3. Capital Structure

Flexibility 1. Building volume, deliveryspeed and specification

flexibility into service design

in the long term

2. Use of level design in the longterm

3. Employment of part time andfloating staff

4. Use of price and promotionstrategies to smooth demand

1. Specification flexibility2. Volume Flexibility3. Delivery speed flexibility

Resource utilisation 1. Utilisation of facilities,equipment and staff

1. Productivity

Innovation 1. Measurement of the successof the innovation process and

the innovation itself

1. Performance of theinnovation process

2. Performance ofindividual innovations

Quality of service 1.

Relationship betweencustomer and organization

2. Setting of clear customerexpectations

1.

Responsiveness2. Reliability3. Aesthetics/appearance4. Cleanliness5. Tidiness6. Comfort7. Friendliness8. Communication


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Baltacioglu et al. (2007) define the service supply chain as the network of suppliers, service

providers, consumers and other supporting units that performs the functions of transaction of

resources required to produce services, transformation of these resources into supporting and

core services, and the delivery of these services to customers.

Baltacioglu et al. (2007) identifies 7 dimensions of service chain process as

1. Demand Management2. Capacity and Resource Management3. Customer relationship Management4. Supplier Relationship Management5. Order Process Management6. Service Performance Management7. Information and Technology Management

Dong Won Cho at el (2011) has measured performance using fussy analytical hierarch process

through the dimensions of service supply chain identified by Baltacioglu et al. (2007). Theydeveloped framework with a new perspective of how service supply chain processes could be

measured and applied the same to hotel industry.

6) REVIEW OF LITRATUREVery few researchers have been interested in the management of supply chains of services,

through the adaptation of existing SCM models (Ellram et al., 2007; Sengupta et al., 2006;

9. Courtesy10.Competence11.Access12.Availability13.Security


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Baltacioglu et al., 2007). Studies so far focused on how traditional supply chain functions can be

defined in services (Kathawala and Abdou, 2003; Ellram et al., 2004), and investigated the

dyadic relationship between the service provider and the end consumer of a service (Sampson,

2000). In an attempt to develop a service SCM framework, Ellram et al. (2004) assessed the

utility existing SCM models and have adapted six processes of the global supply chain forum

framework (Cooper et al., 1997) for application to a service supply chain: information flow,

capacity and skills management, demand management, customer relationship management,

supplier relationship management, service delivery management, and cash flow.

Gunasekaran, Patel, & McGaughey (2004) identified that majority of the organization fails to

identify SCM as a tool to persue continuous improvement in the competitive market. The main

reason is that they failed to develop the performance measures and metrics needed to fully

integrate their supply chain to maximize effectiveness and efficiency. Supply chain management

issues span a large spectrum of a firms activities, from the strategic through the tactical to the

operational level (Simchi-Levi, Kaminsky, & Simchi-Levi, 2008)

7) RESEARCH GAPS IDENTIFIEDStudies so far focus on application of existing SCM models to the management of service supply

chains (Arlbjrn, Freytag, & de Haas,2011; Baltacioglu, Ada, Kaplan, Yurt, & Kaplan, 2007;

Ellram, Tate, & Billington, 2007; Sengupta, Heiser, & Koll, 2006). Few researchers have been

interested in how traditional supply chain functions can be defined in services (Ellram et al.,

2004; Kathawala & Abdou,2003), and investigated the dyadic relationship between the service

providers and the end consumer of a service (Sampson, 2000).

From above all studied are reserchers work , it is clear that an attempt is made to measure

Service supply chain performance (SSCP) but for Hotel industry (Dong Won Cho at el, 2011).

No effort has been made to measure SSCP measurement for Banking Industry.


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8) OBJECTIVES OF THE PROPOSED STUDYThe objective of proposed study will be to measure performance of Service Supply Chain with

special reference to Indian Banking Industry

9) RESEARCH METHODOLOGYThe case study meathod will be used to understand applicability of model of service supply chain

in Banking industry. The tools that will be used to gather data will be in depth interviews with

the senior executives and executives of private sector, public sector and Co-operative banks.

|Based on the understanding of operation of Banking sector in India and existing models, the new

or modified model will be developed to measure performance of SSCM at Banking Industry.

BIBLIOGRAPHY

1. Antigoni Iakovaki (2010), Service supply chain integration in multi-organisationnetworks Applying integration enablers and aligning process capabilities, Journal of

Business Logistics, Vol. 25, No. 1

2. Baltacioglu, T., Ada, E., Kaplan, M. D., Yurt, O., & Kaplan, Y. C. (2007), A newframework for service supply chains, The Service Industries Journal, 27(2), 105124

3. Cohen M., Agrawal N., Agrawal V., (2006), Achieving Breakthrough Service Deliverythrough Dynamic Asset Deployment Strategies, Interfaces, Vol.36, No 3

4. Dong Won Cho at el (2011), A framework for measuring the performance of servicesupply chain management, Computers & Industrial Engineering 62 (2012) 801818

5. Ellram, L., Tate, W., & Billington, C. (2004), Understanding and managing the servicessupply chain, Journal of Supply Chain Management, 40(4), 1732

6. Ellram, L., Tate, W., & Billington, C. (2007), Services supply management: The nextfrontier for improved organisational performance, California Management Review,

49(4), 4466


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7. Fitzgerald, L., Johnston, R., Brignall, T. J., Silvestro, R., & Voss, C. (1991),Performance measurement in service businesses London: CIMA

8. Gaiardelli, P., Saccani, N., & Songini, L. (2006) Performance measurement systems inthe after sales service: An integrated framework International Journal of Business

Performance Measurement, 9(2), 147171

9. Giannakis, M. (2011), Management of service supply chains with a service orientedreference model: The case of management consulting source, Supply Chain Management:

An International Journal, 16(5)

10.Gosling T., Colborn G., (2004), Chain of Command, Service Management, NovemberDecember

11.Gunasekaran, A., Patel, C., & McGaughey, R. E. (2004), A framework for supply chainperformance measurement, International Journal of Production Economics, 87(3), 333347

12.Gunasekaran, A., Patel, C., & Tirtiroglu, E. (2001), Performance measures and metricsin a supply chain environment, International Journal of Operations & Production

Management, 21(1- 2), 7187

13.Hafeez K., Zhang Y. & MalakN., (2001) Determining Key Capabilities of a Firm usingAnalytic Hierarchy Process, International Journal of Production Economics, Vol. 76

14.Kaplan, R. S. & Norton, P. D. (1992), The balanced scoreboard-measures that drivesperformance, Harvard Business Review, JanuaryFebruary, 7179

15.Kathawala, Y., & Abdou, K. (2003), Supply chain evaluation in the service industry: Aframework development compared to manufacturing, Managerial Auditing Journal,

18(2), 140149

16.Sampson, S. E. (2000), Customer-supplier duality and bidirectional supply chains in serviceorganizations, International Journal of Service Industry Management, 11(4), 348364

17.Sengupta, K., Heiser, D., & Koll, L. (2006), Manufacturing and service supply chainperformance - A comparative analysis, Journal of Supply Chain Management, 42(4),

415

18.Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008), Designing and managing thesupply chain: Concepts, strategies and case studies (3rd ed.), NY: McGraw-Hill

19.Smith, J. S., Karwan, K. R., & Markland, R. E. (2007), A note on the growth of research inservice operations management, Production and Operations Management, 16(6), 780790


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20.Srai J., (2007), Developing a More Integrated Supply Network through Process andCapability Alignment An Initial Review of an Output-based Service Supply Contract,

Loughborough conference 2007

21.Van Ark, B., Mahony, M., & Timmer, M. P. (2008), The productivity gap between Europeand the United States: Trends and causes, Journal of Economic Perspectives, 22(1), 2544

22.Waart D. and Kemper S. (2004), 5 Steps to Service Supply Chain Excellence, SupplyChain Management Review, JanuaryFebruary

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