Chapter 1

Defining and Understanding

Service Chain Management

1.1 Introduction

The growth of the services sector in recent times has been phenomenal with services
displacing manufacturing as the main driver of western industrialised economies.
However, a disproportionate part of the yearly productivity growth in OECD coun-
tries is still due to improvements in manufacturing (Wölfl 2005). In this context,
Service Operations Management (Johnston and Clark 2001; Schmenner 1995) is be-
coming increasingly important for companies and government alike to achieve pro-
ductivity growth and a cost advantage over their domestic and international competi-
tors. This includes technologies and systems for automating and optimising service
operations within and across companies which we will refer to them collectively as
Service Chain Management.
Service Chain Management can be seen as analogous to Supply Chain Manage-
ment (Simchi-Levi et al. 2000; Vollmann et al. 2004) but for services. Supply Chain
Management is concerned with the planning and management of activities from raw
materials to the delivery of finished goods. Similarly, Service Chain Management is
concerned with the planning and management of activities from support functions
to the delivery of end-user services. The flow of materials is negligible in Service
Chain Management thus techniques developed under Supply Chain Management
are of limited direct value. The names Services-Oriented Supply Chain Manage-
ment (Anderson and Morrice 2000) and Service Management (Fitzsimmons and
Fitzsimmons 2001) are also in use to refer to related areas but either in a more spe-
cific context to service chaining or in a more general context to service operations
respectively.
To a certain degree, Service Chain Management was until recently confined to
studying the operations and systems of large and vertically integrated service organ-
isations such as airlines, utilities, healthcare providers, banks, or the after-sales func-
tions of manufacturers as in Lee et al. (2005). Nonetheless, there is an increasing
trend of services outsourcing and offshoring; initially focusing on customer support
such as call centres but recently moving onto a broader range of activities including

C. Voudouris, G. Owusu, R. Dorne, D. Lesaint, Service Chain Management 1

DOI: 10.1007/978-3-540-75504-3, Springer
c 2008
2 1 Defining and Understanding Service Chain Management

engineering, software development and other tasks requiring high-skilled human

capital (Bjerring-Olsen 2006). This trend, combined with the proliferation of ser-
vice providers and resellers in telephony, the Internet, gas, electricity, insurance and
other services, has resulted in cross-organisational service chains of three or more
tiers making chain efficiency increasingly important.
From an IT perspective, Service Chain Management enables service organisa-
tions to improve customer satisfaction and reduce operational costs through intelli-
gent and optimised forecasting, planning and scheduling of the service chain (inter-
nal or external) and its associated resources such as people, networks, information
and other tangible (or intangible) assets. Despite the transition to a service-driven
economy, logistical solutions for services lag significantly behind to what is avail-
able for product-driven industries. Enterprise Resource Planning (ERP) and Mate-
rial Requirements Planning (MRP) systems have been in use in factories for years
and they have substantially matured both in terms of breadth and depth of func-
tionality, nowadays supporting fully the Sales and Operations Planning processes
(Vollmann et al. 2005). Hopefully, Service Chain Management and related technolo-
gies could one day play a similar role in service firms.

1.2 Book Objectives

In this book, we present the latest innovation and technologies that can manage
the operations of a service company. Our viewpoint is based on our experiences at
BT plc as well as associated research and development in universities and partner
companies such as Infosys Technologies. Several subject experts have contributed
to the book each providing his/her unique perspective on their respective topics.
The area is quite broad, covering field force and workforce management, network
and asset optimisation, customer relationship management and also the linkages
between them.
Our intention in this book is to not only look at Service Chain Management from
the enterprise viewpoint but also from the service customer and service professional
viewpoints. Service companies are human-centric which creates the need for en-
abling technologies for service personnel and customers alike. These human-centric
technologies span areas such as customer analytics, process management, informa-
tion management and unified communications.
The book investigates beyond traditional areas such as Operational Support Sys-
tems (OSS) which, despite standardisation efforts (TM Forum 2006), still lack a de-
tailed framework for facilitating enterprise-wide resource planning. In addition, we
are presenting the technical ground for bridging the large functionality gaps not
filled by platforms such as CRM (Customer Relationship Management), HR (Hu-
man Resources) and ERP/MRP1 when they are implemented in a service context.

1 In services, ERP/MRP are mainly relevant in financial management and also, where applicable,
inventory management for parts and spares
1.3 Challenges in Service Operations 3

We put a strong emphasis on customer requirements and trends, methodologies

for successfully developing and deploying enterprise solutions while provide advice
on how benefits can best be realised out of technology investments.
In the next section, we detail the challenges faced by service firms which Service
Chain Management and associated technologies are coming to address.

1.3 Challenges in Service Operations

Service companies are required to effectively plan and schedule their resources to
offer an efficient service to customers. This is no different in principle to Manufac-
turing Planning and Control (MPC) (Vollmann et al. 2005) that gave rise to MRP,
ERP and the more sophisticated Supply Chain Management systems. However, the
main focus in services is on people and assets rather than materials management
which is at the heart of MPC.
People are the core and essence of a service business. In the context of many
services, they are not even confined to a particular facility (e. g., like the factory
in a manufacturing context) but are mobile, offering service across a geography.
Furthermore, in cases where the demand needs to be satisfied near-instantaneously
(e. g., calls to emergency services); there is no inventory of finished products to
protect operations whilst long waiting times are unacceptable. The enterprise needs
to plan staffing so that demand is met with adequate supply for every minute of
every hour of operation across several geographical areas; this represents a huge
logistical exercise to plan and execute. On the financial side, the costs associated
with staffing come under Operational Expenditure (or OPEX for short) and represent
a large percentage of the costs associated with running a service business.
Assets are often networked and represent critical and expensive infrastructure.
Examples of networked assets include telecommunication, electricity, gas, water,
rail and road networks. Facilities are also important and they are either integral part
of the network (e. g., telephone exchanges, railway stations, electricity stations, etc.)
or stand-alone (e. g., hospitals, airports, retail outlets, warehouses, etc.). Equipment
is either fixed and housed within the facilities or mobile and carried by service per-
sonnel. It can range from very expensive specialist hardware (e. g., medical scanners
in hospitals, network switching equipment in telephone exchanges, etc.) to everyday
tools such as mobile phones, laptops and various handheld devices. On the finan-
cial side, facilities and equipment come under Capital Expenditure (or CAPEX) and
dominate the investment of service companies, nations or even multinational groups
(e. g., multinational energy or transportation networks). Materials are also required
and managed but they often represent only a small percentage of the overall turnover
(e. g., 5% or less in businesses such as telecommunications).
It is a characteristic of the service industry that, in the majority of cases, the en-
terprise and its people and assets such as networks, facilities and equipment have to
follow customers in terms of geography. This is generally not the case with manu-
facturing where production facilities can be centralised. In this respect, services are
4 1 Defining and Understanding Service Chain Management

less suitable to offshoring to lower cost geographies although service digitisation

and modern communications have facilitated that in recent times (e. g., call cen-
tre migration to India). There are indications that this offshoring is actually having
a productivity enhancing effect for service firms (Bjerring-Olsen 2006).
Constrained to operate in high cost geographies with an expensive asset base,
it is sometimes puzzling why services have not excelled in Service Chain Man-
agement approaches across their operations. Why have systems not emerged for
systematically planning resources at the enterprise level thus optimising the OPEX
and CAPEX profile of companies? If materials management was the main issue
then Supply Chain Management and manufacturing could lend a hand to bring in-
ventories under control but, as mentioned above, materials account for only a small
percentage of overall operations.
Clearly, competition is not as intense as in product industries with several ser-
vice industries moving to privatisation only in recent years (e. g., telecommunica-
tions, energy and water utilities) or being under the state umbrella as with health,
policing and education. Even in industries that have undergone privatisation, it is
sometimes in the service “wrap” that competition is heavily emerging. The main as-
sets such as electricity, water, rail and telecommunication networks are often owned
and maintained by near-monopoly and heavily regulated players. Furthermore, sev-
eral sectors are still enjoying high profit margins leaving room for the operational
inefficiencies to “fly under the radar” so to speak.
Growth of services is also a factor working contrary to productivity as identified
by Fixler and Siegel (1999). It could be the case that improvements are eventually
motivated by intensified competition when demand (e. g., from manufacturing to
outsource its services side to specialists) subsides relatively to production capacity
in the services sector.
Overall, the situation is not static and, increasingly, services are following the
manufacturing route searching for productivity gains. Increased competition will
eventually lead to lower profit margins and a drive for efficiency to reduce opera-
tional and capital expenditure which, if it does not translate into better service, is
ultimately passed on and burdening customers and tax payers. Call centres, trans-
portation and retail are examples where this drive for efficiency is already taking
place and it will not be long before other areas follow the same trajectory especially
as a result of service liberalisation initiatives, e. g., within the EU (Bolkestein 2004).

1.4 Key Success Factors in Services

Given the increasing strive for productivity and other improvements, one may rea-
sonably ask what should a service business aim for when it comes to Key Success
Factors (KSFs)? One key success factor in manufacturing is to reduce inventories
and associated costs, and it can be met by introducing techniques such as Just-in-
time (Tersine 1998) and Vendor Managed Inventories (Disney and Towill 2003).
What is the equivalent objective(s) in Service Chain Management? A number of
1.4 Key Success Factors in Services 5

unique features, attributed to services, have been identified in the literature (Zei-
thaml and Bitner 2003; Fitzsimmons and Fitzsimmons 2001) and may provide di-
rection in answering the question. We summarise these features below:
• Services are intangible. They cannot be seen, felt, tasted or touched in the same
manner as tangible goods. The customer usually bases its judgment on peripheral
cues and experiences.
• Services are heterogeneous. No two customers or employees are precisely alike.
Human interaction makes defining quality a challenge and it may vary from one
customer to the next.
• Services are simultaneously produced and consumed. Mass production is diffi-
cult. Customer satisfaction is in “real time” with the customer “observing” and
“participating” in the process.
• Services are perishable. They cannot be saved, stored, resold or returned. More
importantly, they cannot be inventoried. A service company may use inventory
management (e. g., for spares) but this accounts for a very small part of the overall
service operations.
Let us focus first on the last point from the list which is service perishability. Ca-
pacity management is definitely a key factor when addressing the perishable nature
of services and different strategies have been proposed (Sasser 1976; Armistead and
Clark 1994). Customers are sometimes highly critical on this subject (especially on
public services) arguing that organisations with overcapacity and idle resources are
offering long waiting times due to gross operational inefficiencies within them and
across their service chains. Whichever way this is perceived externally by customers
and the specific strategies internally followed by companies, efficiently matching
supply with demand is a key success factor for services and should particularly fo-
cus on the two following goals:
• Minimisation of waiting time for customers
• Minimisation of idle time for resources
But it is not all about minimising “hard” and measurable targets that makes the dif-
ference here. Services are human-centric and issues arising from intangibility, het-
erogeneity and simultaneous production and consumption also need to be taken into
account too. Addressing these areas is that leads to superior efficiency and quality,
and this is expressed by the further goals:
• Maximisation of performance for employees and other resources
• Maximisation of experience for customers
The performance of employees is not confined to productivity but extends to areas
such as behaviour, quality of the work and also company culture. Similarly, cus-
tomer experience is not confined to the service itself and satisfaction with it but
extends to the peripheral tangible cues associated with its delivery such as facili-
ties, websites, vehicles, equipment, personnel and everything else that affects the
customer’s perception of a service provider (Shostack 1977; Bitner 1990).
The four objectives outlined above, Waiting, Idling, Performing and Experienc-
ing (we use the term WIPE for short) represent a set of meaningful and widely
6 1 Defining and Understanding Service Chain Management

applicable key success factors for services which can be detailed by organisations
and management into appropriate measures and scorecards when applied to specific
contexts. More interestingly, the four objectives are not standalone but intercon-
nected. For example, waiting times have an impact on how customers are experi-
encing a service, but they are also dependant on the level of resource capacity and
how it is put in place to avoid extremes such as overworking or idling2. If such ex-
tremes are not controlled then they impact on work quality and staff morale3 leading
to a drop in productivity and rework required to remedy faults, thus increasing fur-
ther the waiting times and so forth. It is not difficult to see how companies can end
up in vicious circles with “positive” feedback loops making a bad situation worse
due to demand amplification effects across a service chain, see Akkermans and Vos
(2003) for a case study.
Given the negative publicity over the years, and criticism on both public and
private services, with regards to failing on one or more of the four objectives, one
may argue that the WIPE challenge for the service industry as a whole is of equal
scale to the inventory challenge faced by manufacturing. To achieve the above goals,
services need to embrace technology rather than trying to remedy isolated problems
from a solely marketing or management perspective. Technology and management
methods need to work hand-in-hand towards a common goal to be able to help an
industry as a whole. Furthermore, a Service Chain Management blueprint, similar
to Supply Chain Management, would be required that represents best practice in
Service Planning and Control. This blueprint, implemented through software suites
from different vendors, could then be applied division after division, company after
company, vertical after vertical, leading to efficiency improvements similar to those

Fig. 1.1 The WIPE challenge and how it links to existing CRM, HR and ERP infrastructure with
Service Chain Management covering functionality gaps and providing the orchestration across the
system space

2 Idling of resources is not always associated with a “lull” in demand but could be due to personnel
being deployed at the wrong place, at the wrong time with the wrong skill
3 Idling can sometimes be as demoralising as overworking if not more
1.5 Developing a Blueprint for Service Chain Management 7

experienced from the introduction of the MRP/ERP template and associated systems
in the manufacturing sector.
The effort is not trivial, but it can draw on the existing CRM, ERP (mainly finan-
cials, possibly MRP where applicable) and HR systems with Service Chain Man-
agement technologies bridging the gaps and providing the orchestration across the
system space in the context of a service business. A pictorial representation of these
roles is provided in Fig 1.1.
In the next section, and as an example, we look at BT plc and more generally
telecommunications/utility companies from a systems evolution perspective. We ex-
amine how they often arrive at a Service Chain Management blueprint and what
elements such blueprint is likely to include.

1.5 Developing a Blueprint for Service Chain Management

In telecommunications but also in a general utility context, the main resources to

be managed include call centre agents and field service engineers and also the net-
worked assets of the company (e. g., telecommunication, electricity, rail, transport
or other types of networks). Service companies employ field and office-based engi-
neers, call centre agents and other personnel to install, deliver or terminate their ser-
vices as well as upgrade, repair or maintain their assets. In addition to that, modern
telecommunication and energy companies may incorporate an ever larger element of
professional services personnel (i. e., ICT professionals in the case of telecommuni-
cations, risk management specialists in Energy, etc.). We examine here the trajectory
of BT which can be considered as representative of leaders in this domain; they be-
ing a telecom, an IT-savvy company and one of the first large organisations to be
recognised by the OR community through an INFORMS Franz Edelman Finalist
Award for automating scheduling across its operations (Lesaint et al. 2000).

1.5.1 Automating Scheduling and Dispatching

The late 1980s and early 1990s saw the first efforts being made within BT to fully
automate and optimise the planning and scheduling of resources in call centres and
in the field. This constituted the beginning of efforts to systematise Service Chain
Management. Work started on the operationally hard problems of scheduling shifts
in the call centres and dispatching jobs in field operations. As the latter proved the
hardest, we focus below on field service automation.
The dawn of this era in BT saw the creation of the Work Manager system (Laith-
waite 1995), between 1989 and 1997, which automated work scheduling for field
personnel. Field service is an essential element of many industries (Vigoroso 2004),
and as field operations can sometimes account for up to 50% of Operational Expen-
diture (OPEX) in service companies they are therefore a major consideration. In the
8 1 Defining and Understanding Service Chain Management

case of BT, the current field force exceeds 30,000 engineers in size; not long ago
this number was over the 50,000 mark.
General examples of field service include the installation, repair and maintenance
operations in utilities, emergency services such as ambulances and police, health
visitors and community workers, automobile repair, construction and maintenance
of buildings, equipment repair and maintenance. The area is also closely related
to transportation and logistics and some times the two are treated under the same
umbrella.
Field service is generally regarded as a challenging domain given that the mobil-
ity of resources increases the complexity in decision making by adding the spatial
dimension on top of what is already required in terms of decision making in an
office-based environment (e. g., planning and scheduling of shifts in a call centre).
Underlying optimisation problems such as the Vehicle Routing Problem in ser-
vices can be seen as similar to the Job-Shop Scheduling Problem in manufacturing
(Beck et al. 2003). Not surprisingly, the algorithms used in field personnel schedul-
ing, which in the case of BT’s system included simulated annealing and local search
techniques (Lesaint et al. 2000), came from the same areas of Operations Research
and Constraint Programming that were used in Finite Capacity Scheduling for man-
ufacturing (Nuijten and Le Pape 1998). However, field personnel scheduling tends
to be more of a reactive problem with many exceptions happening during execu-
tion due to external factors (e. g., traffic conditions, task delays and interruptions).
This calls for dynamic scheduling systems which re-optimise the allocation of jobs
to field resources at regular intervals to respond rapidly to emergencies (Laithwaite
1995; Lesaint et al. 2000).

1.5.2 Moving to Advanced and Systematic Planning

In the context of BT, and after the automation of scheduling processes, one question
that was raised in the late 1990s amongst management was how automated capac-
ity/manpower planning could be added on top of scheduling so that the company
moves away from locally maintained solutions (e. g., specially-designed spread-
sheets) and a system stack gradually develops similar to that we find in Manufac-
turing Planning and Control (Vollmann et al. 2004) linking Sales and Operations
Planning down to capacity/manpower planning and to personnel scheduling. This
desire was motivated by the fact that BT, as with other telecom operators, had be-
gun to venture into new growth areas and products. This meant that an increasingly
complex set of resources (engineers, call centres, professional services including
the network assets) with hundreds of skill types had to be mapped to an increasingly
complex set of services and properly planned to align with the overall company
strategy.
It was at this point that the analogy between Supply Chain Management ap-
proaches in manufacturing and specifically Advanced Planning and Scheduling or
APS (Stadtler and Kilger 2000) and how they can be adapted to services in their
1.5 Developing a Blueprint for Service Chain Management 9

entirety became a priority. In the case of BT, this motivated the creation of an inte-
grated Service Chain Management blueprint in the form of the BT Field Optimisa-
tion Suite (FOS) (Voudouris et al. 2006; Owusu et al. 2006).

1.5.3 FOS: An Example Suite

for Integrated Service Chain Management

FOS incorporates dedicated applications for forecasting demand, planning resour-

ces, scheduling work, reserving capacity and managing employee, customer, sup-
plier links across a service chain in a way similar to Supply Chain Management
(SCM) (Stadtler and Kilger 2000; Vollmann et al. 2005) for product-driven in-
dustries. The suite is intended for service operations with high volumes of low-
to-medium complexity work (i. e., not large scale project or programme manage-
ment) that have a strong element of repetition and standardisation. It is also intended
mainly for field service operations as the name implies, although modules are also
suitable, and currently used, in office environments.
The overall architecture of FOS is depicted in Fig. 1.2 alongside its links to CRM,
ERP and HR systems.
The main modules of FOS are the following:
• FieldForecast models and forecasts service demand over different geographies,
skills and time frames. It links to ERP financial applications for exchanging bud-
geting information.

Fig. 1.2 Architecture for Service Chain Management based on FOS and links with CRM, ERP and
HR enterprise systems
10 1 Defining and Understanding Service Chain Management

• FieldPlan plans resource capacity to meet expected demand. It supports “what-

if” scenario modelling to balance cost against quality of service criteria.
• FieldSchedule schedules work to resources. Constraint technology allows for
efficiently handling the variety of requirements which real-life schedules must
comply with such as skill-matching, due dates, working shifts, staff breaks, reg-
ulatory constraints, temporal dependencies between tasks, and so on.
• FieldPeople manages all people specific information relating to rosters, atten-
dance, skill and geography. A single system providing human resource visibility
across the organisation. It receives personnel records from the company’s general
HR application.
• FieldExchange allows the balancing of resource capacity between divisions and
subcontractors (i. e., supporting cross-organisational service chain management).
Users can negotiate the acquisition, release, loan, or hire of resources with col-
laborating internal or external partners.
• FieldReserve is an automated reservation system enabling a customer to create or
change bookings and appointments to suit his/her own circumstances. This mod-
ule together with the scheduling application is normally interfaced with a CRM
system to handle interactions with end-users over multiple channels although di-
rect access through a web portal is also possible.
Contrasting the FOS architecture above with Supply Chain Management suites for
manufacturing may provide clues to the essential elements of a blueprint for Service
Chain Management and also how current enterprise platforms for services are likely
to evolve.

1.5.4 Contrasting with Supply Chain Management

For that purpose, we use SAP’s Advanced Planner and Optimizer (APO) product
here as a contrasting example. SAP APO (Dickersbach 2003) provides a toolset for
planning and optimising supply chain processes in manufacturing industries. The
FOS and SAP modules, which address analogous problems, are identified and listed
in the table below.
Having been developed independently and for different end-problems, it is worth
highlighting that the same pattern of high-level functional blocks emerges for ad-
vanced planning and scheduling irrespective of whether it is a service or product.

Table 1.1 Feature comparison: BT FOS with SAP APO

FOS service modules SAP APO modules
FieldForecast Demand planning
FieldPlan/FieldExchange Supply network planning
FieldSchedule Production planning and detailed scheduling
FieldReserve Global available to promise
FieldPeople SAP ERP human capital management
1.5 Developing a Blueprint for Service Chain Management 11

Nonetheless, this similarity does not necessarily extend within the applications. In
services, the focus is on manpower planning and operational issues centre on person-
nel scheduling while in product industries materials planning is key and operational
issues centre on machine scheduling.
Service chain collaboration in FOS is supported by the FieldExchange appli-
cation though functionality is not as extensive as that found in specialist products
dealing with supply chain collaboration. Furthermore, compared to its manufac-
turing cousins the FOS architecture, is to some extent, incomplete as it deals with
just one aspect of the resources, i. e., people, and does not integrate the planning
of networks and other types of assets under the same umbrella. Network and as-
set planning, which represent a major resource management area for utilities and
telecommunications, are usually addressed separately and under a Geographical In-
formation Systems (GIS) (Longley et al. 2005) banner. To start bridging this gap, we
include and specifically cover the subject of network planning in the book. Potential
synergies are gradually emerging, such as assessing network/asset planning from
a service requirements perspective and aligning it with human resources planning.
These synergies may one day provide a holistic strategic planning capability, which
links CAPEX to OPEX, by modelling how investment in asset infrastructure may
impact operations and vice versa.
Drawing on the case of FOS and likely future enhancements as discussed above,
one can identify some major milestones during its evolution path which are in-
dicative of the general steps required in developing a Service Chain Management
blueprint. These steps based on the FOS experience are presented in Fig. 1.3.
To expand on these findings further, we discuss below the situation across several
service industry verticals.

Fig. 1.3 Steps in the development of a Service Chain Management blueprint

12 1 Defining and Understanding Service Chain Management

1.6 The Broader Picture Across Verticals

Service Chain Management having to deal with the unpredictable human-centric

nature of services is a notoriously complex and uncertain domain to be attacked at its
entirety with readily available technology tools. Market needs in certain areas have
begun to be addressed such as call centres or field service, in the case of utilities,
but as yet, no solutions exist for managing a service business in the way that ERP
manages production in a manufacturer.
Even in utilities, as discussed above, managing the networks, assets and person-
nel using a single platform which translates business planning to capacity planning
and then to discrete schedules for network or people resources, all in an optimised
way, is not presently available. We are simply describing, here, the equivalent of
an ERP logistics module for manufacturing yet the reader may appreciate the chal-
lenges involved when attempting to apply a similar template to all the different and
complex service contexts and situations.
There is one exception to this, namely with the airlines. They currently have
what can be described as an integrated service chain management approach. This
is due to the pioneering work of the internal departments of companies such as
AMR, the parent of American Airlines. This, in turn, gave rise to companies, such
as Sabre (Cook 1998; Horner 2000), which subsequently transformed the IT side of
their industry. With regards to the other verticals, solutions are largely embryonic
addressing only specific operational problems and areas (e. g., nurse scheduling,
police dispatch etc.).
Overall, we would rather be optimistic about the future. The “point” solutions
or early software suites of today are likely to be enhanced in the next 2–5 years
into integrated application suites. Increased automation will start to penetrate addi-
tional domains such as rail companies, retail, health care and emergency services
which are generally lagging behind in managing their service chain element. In
5–10 years from now, we can expect collaborative solutions also to emerge that
automate cross-company transactions through service markets (e. g., between com-
panies and/or with their subcontractors) to squeeze costs out of cross-organisational
service chains. We may also see process and information holistically managed using
the same solutions.
Obviously, there are a number of scenarios as to how this is going to play out.
Certain aspects may be delayed or brought forward depending on macro-economic
factors and technology advancements. Complementary technologies such as RFID
and location-based services are showing promise too with respect to their applica-
tion to service verticals (Woods 2005; Lopez et al. 2007) thus accelerating adoption
of service chain management (e. g., solutions combining scheduling with tracking
for field resources are increasingly popular, see Chaps. 10 and 20).
A rather insightful picture is presented in Fig. 1.4 where we project a potential
future for Service Chain Management solutions over the next decade in terms of the
following dimensions:
1. sector coverage of solutions in terms of substantial penetration and impact;
2. operations coverage in terms of processes and functionality to be gradually inte-
grated under a single enterprise platform;
1.7 Technologies for Services and Book Structure 13

Fig. 1.4 Potential evolution path for Service Chain Management solutions

3. core technologies to be developed and incorporated into commercial off-the-self

solutions;
4. maturity of software products available from vendors.
The figure was compiled on the basis of several analyst reports and the state of cur-
rent IT solutions, as observed through interactions with companies, in addition to the
trajectory of vendor offerings in the now mature area of Supply Chain Management
which, as a pattern, is likely to repeat itself here.

1.7 Technologies for Services and Book Structure

The book provides information on foundation technologies for Service Chain Man-
agement. These technologies can provide the basis for innovation within companies
and across service chains, leveraging the fact that we are increasingly operating in
an increasingly digitally-networked and information-rich world.
As with supply chains, advanced planning and scheduling lies at the core of our
chosen subject. Planning for services is covered in Part 1 of the book. We look at
strategic resource planning in Chap. 3, demand forecasting in Chap. 4 and tactical
planning and resource deployment in Chap. 5. These areas are highly interlinked,
underpinning Service Sales and Operations Planning processes; demand forecasts
drive decisions on strategic resource planning which in turn constrains tactical plan-
14 1 Defining and Understanding Service Chain Management

ning. This, ultimately, enables the management of short term demand fluctuations
by optimising the configuration and deployment of resources. Network planning is
examined in Chap. 6 providing a more complete picture (as discussed in Sect. 1.5.4)
of the technological capabilities and options in optimising assets as well as people
resources.
Part 2 deals with the operational timeframe and the execution of services. The
area is heavily reliant on reservation and scheduling techniques. We examine, in
Chap. 7, how reservation systems operate and their links to CRM. The pricing of
services to complement a reservation function and underpin customer segmenta-
tion strategies is discussed in Chap. 8. The scheduling of shifts and work alloca-
tion, which are the most complex and challenging areas, are examined in Chaps. 9
and 10 respectively. Chapter 11 examines the all-important IT side of human re-
sources which can act as a data hub, providing information to scheduling and other
systems.
Several complementary and supporting technologies work in synergy with the
above. These technologies are covered in Part 3 of the book. In Chap. 12, we exam-
ine workflows and service-oriented architectures which are vital in the design and
modelling of digital service processes, more so when they are geared for flexibility
and human-centricity. Personalised communications, which can empower customer
and employees, is examined in Chap. 13. Chapter 14 examines customer analyt-
ics and business intelligence; the main bridge between marketing and operations
management and an important tool in a service chain for sensing and acting upon
internal and external signals.
Part 4 examines technologies for the future service chain. Chapter 16 looks at
emerging cross-organisational issues and ways to develop a truly collaborative fore-
casting process across tiers. The impact of the Internet and opportunities in online
revenue management are examined in Chap. 17. The use of electronic marketplaces
for trading services is explored in Chap. 18, while Chap. 19 explores the application
of similar concepts to implement employee empowerment by moving services away
from the “command and control” mentality.
Finally, the above technology-oriented chapters are complemented with three im-
portant chapters placed at strategic points in the flow of the book which examine
emerging customer trends (Chap. 2), agile methods for successfully implementing
technology solutions (Chap. 15) and ways of ensuring realisation of benefits from
technology investments (Chap. 20).
Before jumping into the main content of the book, we explore one final and
emerging dimension that the reader should bear in mind when considering the tech-
nology and management insights to be presented in this work.

1.8 The Emergence of Digital Services and Chains

Current perspectives of the Service Chain Management and related subjects are fo-
cused on improving the management of physical resources and services as delivered
1.8 The Emergence of Digital Services and Chains 15

by the mainstream established industries of today. This chapter would have been in-
complete if we did not examine another concept and dimension, which is that of
the Digital Service Chain. The digitisation of services is an ever increasing trend
introducing efficiencies in the design and delivery of services. It is also promising
to boost cross-country commerce in services which, although it is in the increase, is
still far behind goods which constitute the main form of international trade (Wölfl
2005). The “fuel” for this digitisation is the Internet, which enabled by Web 2.0
(O’Reilly 2005) and the ever increasing computing power and network connectivity,
creates opportunities for existing products/services to be delivered electronically in
complementary, or totally new, ways with new underlying business models (Jopling
2006).
Given this background, we are starting to experience digital service chains which,
to a large degree, depend on the digital transportation and processing of information
from “raw” inputs to “finished” outputs delivered over bandwidth-rich computer
networks to a variety of computationally powerful consumer devices. Prominent
emerging such chains can be found in:
• Software Services and
• Entertainment and Media Services,
although other areas such as e-Health and e-Government are also experiencing
growth (European Commission 2007).
None of these areas are entirely new. They rather represent the natural switch
to digital delivery and, in the form of services (e. g., Software as a Service), of
existing “products” in the broader sense. More specifically, Software Services can
be seen as the evolution of the hosting and networking business into on that provides
turnkey and fully configurable ICT solutions on demand which previously would
have required a complex physical delivery and installation of hardware/software into
the customer’s environment. Similarly, Entertainment and Media Services focus on
the digital delivery of movies, music and other content over the Internet with ever
increasing quality (e. g., High Definition TV) without the involvement of physical
resources such as CDs, DVDs or the requirement for dedicated service facilities
(e. g., Cinemas).
The above mentioned examples have clearly created opportunities for new busi-
ness models and ways of using software functionality or experiencing content (e. g.,
as demonstrated by the iPod and iTunes from Apple or Salesforce.com in the CRM
on-demand space).
The structure of these digital service chains is not dissimilar to traditional service
or product chains and it consists of the following steps:
1. Content Creation: This is often an intense human process to create complex con-
tent such as enterprise software, computer games, movies, music, artwork, etc.;
2. Aggregation: This is often a step that gathers together digital information into
a useful collection such as a software application suite, television channel, image
gallery, etc.;
3. Distribution: In this step, the software or information is placed on a networked
computer platform which is using the appropriate distribution system to manage
16 1 Defining and Understanding Service Chain Management

delivery to multiple users as a digital service (i. e., IPTV platform, Music Server,
Software Application Server);
4. Data Transport: A fixed/mobile network and/or a terrestrial/satellite broadcasting
platform transfers data on the forward and (increasingly) the reverse path to/from
customers;
5. Digital Experience: The digital service is experienced through a variety of de-
vices with convergent products which combine several functions spurring inter-
est and creating new experiences (e. g., media centre which marries PC with TV
functionality, smartphone which combines PDA with mobile phone, camera and
MP3 player functionality).
The above steps for the two examples mentioned of software and media are illus-
trated in Fig. 1.5.
Although the domain is fairly new, we can already see some potential opportuni-
ties for applying Service Chain Management. For example, one main advantage of
current supply chains is the extensive availability and use of Point Of Sales (POS)
data in planning. A similar electronic feedback loop is currently largely missing in
the digital world with little information captured in real-time on what digital ser-
vices or content is accessed and by whom. Such a feedback loop possibly based on
customer analytics (as examined in Chap. 14), if it is anonymised and non-intrusive,
can assist in advanced planning and scheduling of resources across all the service
chain steps.
Personalisation of digital services (discussed in the context of communications in
Chap. 13) is a largely unexplored area. With ever increasing bandwidth and emerg-
ing software/content configurability, capturing user preferences and then using them
to customise the experience has obvious potential. Service design and operations
would need to adapt and be ready to support mass customisation; learning from
similar experiments in manufacturing (Seifert 2003).
Revenue management and online dynamic pricing (examined in Chaps. 8 and 17)
have a lot to offer given that the variable cost of digital offerings is often minimal

Fig. 1.5 Emerging digital service chains in software and media

1.9 Summary 17

(i. e., production of additional units once the first one is produced). Fierce com-
petition can sometimes lead to heavy discounting converting once premium prod-
ucts into cheap commodities, as past cases like CD phone directories have shown
(Shapiro and Varian 2000).
Electronic marketplaces (as discussed in Chap. 18) also present us with opportu-
nities. From advertising slots to software components to games, music and movies,
communities involving businesses or individuals as in (Kirovski and Jain 2006)
could develop and leverage Service Chain Management technologies to digitally
trade between them.

1.9 Summary

In this chapter, we defined and then elaborated on the general area of Service Chain
Management. The inspiration in defining and analysing this area has been its par-
allel with manufacturing, known as Supply Chain Management which has received
extensive attention by business and academia in recent times.
We believe that services with an ever growing economic influence deserve simi-
lar, if not a more, concerted effort to improve productivity through technology and
make it easier to trade globally. Using planning and scheduling at its core, Service
Chain Management can take advantage of recent advancements in communications,
workflow, analytics, mobility and the ability to “digitise” services. This will allow
the gradual emergence of an architectural blueprint and associated systems that can
help an enterprise institute best practice in the planning and control of its service
operations.
In that context, we examined the case of BT and utilities with FOS presented as
example of a Service Chain Management platform. Similar, if not better, progress
has also seen in airlines, with all service sectors increasingly looking at automation
for addressing their service challenges. The emerging concept of the Digital Service
Chain was also presented with two example service chains discussed.
The technologies, as they will be presented in the book, were outlined with links
made on their utility and relevance in the management of the present and future
services and chains. Emerging customer requirements and trends can provide addi-
tional insight in this direction by highlighting developments in customer service and
their likely impact on operations. We provide this customer angle and perspective in
the next chapter.
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