MARC details
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| fixed length control field |
06767nam a22002297a 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION |
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20220222123440.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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220222b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER |
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| International Standard Book Number |
9781138612204 |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER |
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| Classification number |
658.7 |
| Item number |
CHO |
| 245 ## - TITLE STATEMENT |
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| Title |
Service supply chain systems: a systems engineering approach |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) |
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| Name of publisher, distributor, etc. |
CRC Press |
| Place of publication, distribution, etc. |
Boco Raton |
| Date of publication, distribution, etc. |
2018 |
| 300 ## - PHYSICAL DESCRIPTION |
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| Extent |
xvi, 154 p. |
| 365 ## - TRADE PRICE |
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| Price type code |
GBP |
| Price amount |
44.99 |
| 504 ## - BIBLIOGRAPHY, ETC. NOTE |
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| Bibliography, etc. note |
Table of Contents<br/>Part I: Introduction<br/>1 Service supply chain management –A systems engineering approach<br/>1.1 Introduction<br/>1.2 Theoretical avances<br/>1.3 Industrial applications and cases<br/>1.4 Concluding remarks<br/><br/>Part II: Theoretical advances<br/>2 Dynamic coordination of service supply chains<br/>2.1 Introduction<br/>2.2 Reviews of control theory applicability to service supply chain coordination<br/>2.3 Structure dynamics control approach<br/>2.4 Technical model<br/>2.4.1 Model M1<br/>2.4.2 Model M2<br/>2.4.3 Feedback control implementation with the help of RFID<br/>2.5 Conclusion<br/><br/>3 Signs in service supply<br/>3.1 Signs render service, when they imply meaning<br/>3.1.1 Signs are ubiquitous<br/>3.1.2 Characteristics of signs<br/>3.1.3 Signs and their referent<br/>3.1.4 Signs and practices working together<br/>3.2 Signs render service, when they imply activities<br/>3.3 Signs render service, when they imply imaginations, inventions in particular<br/>3.4 Conclusions and open questions<br/><br/>4 Challenges to management accounting in the new paradigm of service<br/>4.1 Introduction<br/>4.2 The pillars of service evolution and the implications for management accounting<br/>4.2.1 Servitization<br/>4.2.2 Service-dominant logic<br/>4.2.3 Service science<br/>4.3 The role of management accounting in the service environment: In search of new directions<br/>4.3.1 Cost accounting issues considering the emerging service framework<br/>4.3.1.1 Costing and value<br/>4.3.1.2 Costing in service offerings<br/>4.3.1.3 Costs and revenues linkage<br/>4.3.2 Performance and value distribution in the “new’’ emerging Service framework<br/>4.3.2.1 Performance in servitization<br/>4.3.2.2 Measuring value co-created and pricing<br/>4.4 Management accounting shifting from SDL to GDL: Taking stock and looking ahead<br/>4.5 Conclusions<br/><br/>5 Managing service supply chains in the big data era: A system of systems perspective<br/>5.1 Introduction<br/>5.2 System of systems<br/>5.3 Important technologies for service supply chains operations<br/>5.4 Key principles<br/>5.5 Conclusion<br/><br/>Part III: Industrial applications and cases<br/>6 Evaluation of discrete event simulation software to design and assess service delivery processes<br/>6.1 Introduction<br/>6.2 The design of services<br/>6.2.1 Service as a process<br/>6.2.2 Service engineering<br/>6.3 Simulation in the service context<br/>6.3.1 Main aspects of simulation in the service domain<br/>6.3.2 Existing work related to simulation and services<br/>6.3.3 Simulation software for the service field<br/>6.4 The comparison methodology<br/>6.4.1 Evaluation criteria for the simulation packages<br/>6.4.2 The food shop case<br/>6.5 Main results and discussion<br/>6.6 Conclusions<br/><br/>7 The impact of power structure on service supply chain management<br/>7.1 Introduction<br/>7.2 Literature review<br/>7.3 Case study 1: A retail service supply chain with a mixed dual-channel<br/>7.3.1 Retailer’s pricing decision<br/>7.3.1.1 Integrated pricing policy<br/>7.3.1.2 Decentralized pricing policy<br/>7.3.1.3 The choice of pricing policy<br/>7.3.2 Supplier Stackelberg model<br/>7.3.3 Retailer Stackelberg model<br/>7.3.4 Vertical Nash model<br/>7.3.5 Effect of power structure on retail supply chain management<br/>7.4 Case study 2: Mobile phone supply chain management<br/>7.4.1 Free channel models<br/>7.4.2 Bundled channel models<br/>7.4.2.1 Telecom service Operator Stackelberg model<br/>7.4.2.2 Vertical Nash model<br/>7.4.2.3 Manufacturer Stackelberg (MS) model<br/>7.4.3 The effect of power structure on mobile phone service supply chain management<br/>7.5 Conclusions<br/><br/>8 Resilience and complexity in a maritime service supply chain’s everyday operation<br/>8.1 Introduction<br/>8.2 Service supply chain management and the maritime transportation domain<br/>8.2.1 Vessel Traffic Service – A maritime information service system<br/>8.3 VTS as a service only supply chain<br/>8.3.1 Resilience engineering and supply chain management<br/>8.4 Functional resonance analysis method<br/>8.5 Understanding everyday operations and adaption in the VTS<br/>8.5.1 Everyday operations as linear processes<br/>8.5.2 Everyday operations through the lens of FRAM<br/>8.6 Discussion<br/>8.7 Concluding remarks<br/><br/>9 Fast fashion retail operations services: An empirical study from consumer perspectives<br/>9.1 Introduction<br/>9.2 Literature review<br/>9.2.1 Related literature<br/>9.2.2 The empirical model and hypotheses<br/>9.3 Methodology<br/>9.4 Empirical data analysis and findings<br/>9.4.1 Customer perception towards fast fashion and customer involvement<br/>9.4.2 Leading strategies to customer involvement<br/>9.4.3 Customer involvement and customer attitudes<br/>9.5 Concluding remarks and implications<br/>9.5.1 Research Implications from Hypothesis<br/><br/>Subject index |
| 520 ## - SUMMARY, ETC. |
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| Summary, etc. |
Book Description<br/>Supply chain management is a well-developed area. The traditional supply chains are dynamic systems which include the forward and reverse flows of physical products and the related information and fund. However, a service supply chain is different because the real "product" may take the form of a "service" which implies that many traditionally crucial decisions in supply chain management such as product shipping problems are no longer important. Here, a service supply chain is defined as a supply network that transfers resources into services or servitised products, with or without physical products, to satisfy customer needs. As a result, managing a service supply chain system requires innovative strategies with new models. Currently, there is an absence of a comprehensive reference source that provides the state-of-the-art findings on this important topic. It will thus be significant to develop a well-balanced edited volume that includes both theoretical results (from different perspectives) and application cases/studies on service supply chain systems.<br/><br/>This book is a pioneering text on service supply chain systems. It features papers which adopt the systems engineering approach in conducting service supply chain analysis. It includes both theoretical results (from different perspectives) and application cases/studies on service supply chain systems. It will be a good reference book for industrialists and academics who are interested in the service industry, service operations, service management, and service sciences. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Business logistics |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Customer relations |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Customer services |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
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| Topical term or geographic name as entry element |
Service industries--Management |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Choi, Tsan - Ming |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) |
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| Source of classification or shelving scheme |
Dewey Decimal Classification |
| Koha item type |
Book |