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The research reported examines the role of service in
manufacturing. Focuses on the degree to which Chase′s "Service
Factory" concept is applicable in the UK. Also examines the role
of service in four manufacturing companies. It was found that the roles
reported by Chase in the USA are also used by a number of UK companies,
and it is concluded that the service‐factory concept is robust and is
not necessarily embedded in some of the cultural norms of the USA, as
are some TQM practices. The case data indicated that the source of
customer service may be in customers being served by various parts of
the organization, that customer service is complex and that service
levels are a function of both manufacturing and distribution.
This would seem to point to the distribution view of customer service,
the field‐service view and/or the service‐factory view being too narrow
in terms of the company as a whole.

PurposeThe purpose of this paper is to explore whether and how the bullwhip effect, as found in product supply chains, might also manifest itself in services, as well as what policies can be successful for mitigating it.Design/methodology/approachA combination of analytic methods was used – inductive case analysis and analysis of data from two service supply chains in the telecom industry.FindingsEmpirical evidence from two cases was examined and provides support for the presence of a service bullwhip effect. Quantitative and qualitative case data were used to explore how this effect manifests itself in services, the distinctive drivers of the bullwhip effect in services, and the managerial actions that can either trigger or mitigate these bullwhip effects. In total, eight propositions are developed and three types of characteristics that potentially make the bullwhip effect worse in services than in manufacturing are identified: the destabilizing effects of manual rework in otherwise automated service processes; the omission of accurate and timely data on rework volumes upstream in the chain, pointing at future bullwhip effects downstream; and the lack of a supply‐chain mindset within the various departments jointly responsible for delivering the service, leading to longer delays in reacting to service bullwhips as they develop over time.Research limitations/implicationsThe research is based on two cases within a single industry, limiting generalizability. The propositions developed need testing in a wider set of contexts, including hybrid service and product supply chains.Practical implicationsThe implications of this research can help organizations prevent or reduce the negative impact of planned and unplanned fluctuations in their service supply chains.Originality/valueThis paper explores an area that has been well researched in manufacturing, but not in services, and it contributes to both the theory and practice of service supply chains.

PurposeIn 2009, the European Operations Management Association (EurOMA) celebrates its 15th anniversary and its precursor, the UK OMA, its 25th anniversary. The purpose of this paper is to review the origins and foundations of today's EurOMA and how it has progressed to being a vibrant and successful organisation.Design/methodology/approachThe review draws on archived documents, especially newsletters and board minutes, as well as memories of all of those involved.FindingsThe review shows an important evolution from two groups of like minded individuals, through building annual conferences and brings these together as one. It then shows how it has evolved both through formalisation of its activities, building international links and, most importantly, developing a portfolio of activities to develop and support young researchers.Research limitations/implicationsWhere records are not available, the paper draws on individual memories of events from a long time ago.Originality/valueAs well as providing an invaluable record, it can provide a model for the development of similar organisations.

This paper contributes to, and links the areas of quality management and buyer‐supplier relationships. In doing so, we seek to address two broad research questions. To what extent do quality practices impact upon the various dimensions of quality performance, manufacturing performance and, in turn, business performance? To what extent is the relationship between quality practices and quality performance contingent upon the nature of buyer‐supplier relationships? To address these questions, we developed a path model incorporating quality practices, design quality, conformance quality, external quality‐in‐use, product cost, time‐to‐market, customer satisfaction, business performance and buyer‐seller relationships. The model was tested with data collected from 200 suppliers in the electronics sector in the Republic of Ireland. Data analysis of the data indicated considerable support for the conceptual model.

Presents the results of a study examining differences in world‐class manufacturing practices and performance between the UK and Germany, based on a sample of more than 500 German and British manufacturing plants. Suggests that although German superiority persists in many areas, it may not be as great as generally assumed. While at the overall level, country‐of‐origin effects are important, many of the plant sites sampled were part of multinational organizations. Also examines how much of the difference in manufacturing practices and performance at the site level might be attributed to foreign direct investment in manufacturing. Concludes that parent origin does have a significant effect at the site level.

This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case‐based research.

PurposeThe purpose of this paper is to investigate how the dynamics of supply chain (SC) relationships impact on manufacturing performance.Design/methodology/approachA conceptual framework was developed incorporating dimensions of SC relationship dynamics and manufacturing performance. Structural equation modelling was used to test the model with data collected using a postal questionnaire from 200 suppliers in the electronics sector in the Republic of Ireland.FindingsThere was mixed support for the impact of SC relationship dynamics on manufacturing performance. Hypotheses in respect of cost and quality were supported but those in respect of flexibility and delivery were not.Research limitations/implicationsUsing single informants and focal customers in research design.Practical implicationsThe process of forming and developing SC relationships can be complex and requires firms to be competent in areas such as negotiation skills, conflict management, anticipating problems/finding solutions in advance and joint problem solving. The selection of such managers should be driven by the need to find individuals who possess supply chain management skills and relational competencies.Originality/valueThe nature of the relationship between measures of manufacturing performance has been addressed by two dominant theories: the cumulative or "sandcone" theory and the "trade‐off" theory. Findings provide only partial support for this theory with respect to quality and cost. In contrast, the model is more aligned with the Skinner's (1969) "trade‐off" theory.

Purpose
Services are highly important in a world economy which has increasingly become service driven. There is a growing need to better understand the possibilities for, and requirements of, designing modular service architectures. The purpose of this paper is to elaborate on the roots of the emerging research stream on service modularity, provide a concise overview of existing work on the subject, and outline an agenda for future research on service modularity and architecture. The articles in the special issue offer four diverse sets of research on service modularity and architecture.


Design/methodology/approach
The paper is built on a literature review mapping the current body of literature on the topic and developing future research directions in service modularity and architecture.


Findings
The growing focus on services has triggered needs to investigate the suitability and implementation of physical-product-focused modularity principles and theories in service contexts, and to search for principles/theories that enhance services. The expanding research stream has explored various aspects of service modularity in empirical contexts. Future research should focus on service-specific modularity theories and principles, platform-based and mass-customized service business models, comparative research designs, customer perspectives and service experience, performance in context of modular services, empirical evidence of benefits and challenges, architectural innovation in services, modularization in multi-provider contexts, and modularity in hybrid offerings combining service and tangible product modules.


Originality/value
Nine areas are recommended for further research on service modularity and architecture. The introductory piece also discusses the roots of service modularity and provides an overview of current contributions.

PurposeThe purpose of this paper is to show that necessary condition hypotheses are important in operations management (OM), and to present a consistent methodology for building and testing them. Necessary condition hypotheses ("X is necessary for Y") express conditions that must be present in order to have a desired outcome (e.g. "success"), and to prevent guaranteed failure. These hypotheses differ fundamentally from the common co‐variational hypotheses ("more X results in more Y") and require another methodology for building and testing them.Design/methodology/approachThe paper reviews OM literature for versions of necessary condition hypotheses and combines previous theoretical and methodological work into a comprehensive and consistent methodology for building and testing such hypotheses.FindingsNecessary condition statements are common in OM, but current formulations are not precise, and methods used for building and testing them are not always adequate. The paper outlines the methodology of necessary condition analysis consisting of two stepwise methodological approaches, one for building and one for testing necessary conditions.Originality/valueBecause necessary condition statements are common in OM, using methodologies that can build and test such hypotheses contributes to the advancement of OM research and theory.

The rising awareness of climate challenges and resource constraints has strengthened interest in the circular economy (CE), characterized as an economic system aimed to minimize the depletion of the world's natural resources through processes of value retention and value regeneration. Because CE research originated in the engineering field, studies to date have mostly focused on technical and management-related topics. However, due to increasing demands from customers, investors, governmental institutions, and regulatory bodies, companies are increasingly considering how to effectively implement the CE. Despite its increasing importance, the CE is yet an uncharted area of transformative service research (TSR), and little is known about how the CE can support change for greater well-being among individuals and collectives. To fill this research gap, we integrate notions of the CE with TSR and research on value co-creation. The purpose of this paper is to expand research on CE and services by taking a TSR perspective to delineate how value retention and regeneration processes for different levels and spheres in services can effect change for greater individual and collective well-being.