Ph.

D Proposal

1) NAME OF THE SCHOLAR: Mr. Hiren Patel

2) TITLE OF THE RESEARCH Performance measurement of Service Supply Chain with special reference to Indian Banking Sector 3) INTRODUCTION Supply 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 INVESTIGATION In 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 developed nation (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 STUDY

Despite 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 SCOR model 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 Competitiveness

Issues 1. Ability to win new customers 2. Customer loyalty

Types of measures 1. Relative market share and position 2. Measures base of customer

Financial performance

1. Asset turnover 2. Control of labour and capital costs 3. Profit per serve

1. Profitability 2. Liquidity 3. Capital Structure

Flexibility

1. Building speed

volume, and

delivery

1. Specification flexibility 2. Volume Flexibility 3. Delivery speed flexibility

specification

flexibility into service design in the long term 2. Use of level design in the long term 3. Employment of part time and floating staff 4. Use of price and promotion strategies to smooth demand Resource utilisation 1. Utilisation of facilities,

1. Productivity

equipment and staff Innovation 1. Measurement of the success of the innovation process and the innovation itself Quality of service 1. Relationship between 1. Performance of the innovation process 2. Performance of individual innovations 1. 2. 3. 4. 5. 6. 7. 8. Responsiveness Reliability Aesthetics/appearance Cleanliness Tidiness Comfort Friendliness Communication
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customer and organization 2. Setting of clear customer

expectations

9. Courtesy 10. Competence 11. Access 12. Availability 13. Security

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 Management 2. Capacity and Resource Management 3. Customer relationship Management 4. Supplier Relationship Management 5. Order Process Management 6. Service Performance Management 7. 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). They developed framework with a new perspective of how service supply chain processes could be measured and applied the same to hotel industry.

6) REVIEW OF LITRATURE Very 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;
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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 IDENTIFIED Studies 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 STUDY The objective of proposed study will be to measure performance of Service Supply Chain with special reference to Indian Banking Industry

9) RESEARCH METHODOLOGY The 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-organisation networks 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 new
framework for service supply chains, The Service Industries Journal, 27(2), 105124

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

4. Dong Won Cho at el (2011), A framework for measuring the performance of service supply chain management, Computers & Industrial Engineering 62 (2012) 801818 5. Ellram, L., Tate, W., & Billington, C. (2004), Understanding and managing the services supply chain, Journal of Supply Chain Management, 40(4), 1732 6. Ellram, L., Tate, W., & Billington, C. (2007), Services supply management: The next frontier 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 in the 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 oriented
reference 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, November
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17. Sengupta, K., Heiser, D., & Koll, L. (2006), Manufacturing and service supply chain performance - A comparative analysis, Journal of Supply Chain Management, 42(4), 415 18. Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2008), Designing and managing the supply 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 in
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20. Srai J., (2007), Developing a More Integrated Supply Network through Process and
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