See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/341011307

Capacity management strategies in supply chains - a critical review and

directions for future

Article in International Journal of Business Excellence · January 2020

DOI: 10.1504/IJBEX.2020.106951

CITATIONS READS

2 2,127

2 authors, including:

Renu Rajani
International Institute of Information Technology Bangalore
7 PUBLICATIONS 43 CITATIONS

SEE PROFILE

All content following this page was uploaded by Renu Rajani on 13 November 2023.

The user has requested enhancement of the downloaded file.

Int. J. Business Excellence, Vol. 21, No. 1, 2020 81

Capacity management strategies in supply chains –

a critical review and directions for future

Renu L. Rajani*
Infosys Limited,
Plot No 44, Electronics City, Bangalore 560100, India
Email: [email protected]
*Corresponding author

Githa S. Heggde
IFIM Business School,
8 P & 9 P, KIADB Industrial Area, Electronic City Phase I,
Bengaluru, Karnataka 560100, India
Email: [email protected]

Abstract: This paper presents a thorough review of research in the areas of

capacity management strategies (CMS), based on product-based and
services-based supply chains, as applicable to services industry. Research
efforts highlight CMS as a neglected discipline in supply chains (SCs),
especially with emerging shift from goods to services supply chains (SSCs).
133 papers were analysed in detail for review after four levels of filtering of
6,328 records of citations and reading of 664 papers. The review context
includes both goods and services, cross-geographies, across all elements of
exchanges (assets, information, knowledge and relationships), across supply
chain structures and covers research carried out involving various
methodologies. The findings indicate research gaps in developing economies,
for evolving network-based supply chain structures, and need to integrate
research from disciplines of services marketing, manufacturing supply chains,
industrial engineering, and operations management to provide methodical
approaches to capacity management in SSCs. A value delivery framework is
arrived at for use of CMS to address supply chain risks (SCRs) and to improve
company performance.

Keywords: supply chain management; SCM; services supply chain

management; SSCM; capacity management options; CMOs; services
management; performance management; services operations; supply chain; SC;
services supply chains; SSCs; capacity management strategies; CMS; supply
chain risk; SCR.

Reference to this paper should be made as follows: Rajani, R.L. and

Heggde, G.S. (2020) ‘Capacity management strategies in supply chains –
a critical review and directions for future’, Int. J. Business Excellence, Vol. 21,
No. 1, pp.81–117.

Biographical notes: Renu L. Rajani is the VP at the Infosys India. She is an

author of two books on software testing services. Her work at KPMG
Consulting on benchmarking supply chains was one of the early published
studies on SCM from India. With three decades of services industry experience,
Renu is a doctoral student with Anna University. Her work on ‘Capacity
management in services SCM’ won her the Best Research Paper Award and a

Copyright © 2020 Inderscience Enterprises Ltd.

82 R.L. Rajani and G.S. Heggde

silver medal at the Association of Indian Management Schools (AIMS) 2018

convention. She holds a BTech in Computer Science, and MS from Purdue the
University, USA.

Githa S. Heggde is the Dean at the IFIM Business School. She has 28 years of
experience in teaching, consulting and research and consults corporates on
sales and marketing. She is the Chairperson of CII-Indian Women Network,
Karnataka, she is a member of editorial board of International Journal on
Emerging Markets – Emerald. She is a core member at Center for Emerging
Markets, IIM Lucknow, and Faculty Resource for MDP at IIM Kozhikode. She
was the Country Director for EuroMed Business Research Institute, India. She
has authored books on applied marketing, social media marketing, and several
case studies.

1 Introduction

With increasing share of consumers’ dollar, services are growing in importance

(Rathmell, 1966) – services are cited as everyone’s business (Henkoff and Sample,
1994), economics of technology-based services sector has assumed increasing importance
(Leech et al., 1998). Key focus areas of services supply chain (SSCs) research include
management of information intensive services (Chase and Apte, 2007), knowledge
management (Liu et al., 2014), service quality and customer satisfaction (Pilkington and
Chai, 2008), managing service capacity (Johnston, 2005), demand management of
industrial services (Auramo and Ala-risku, 2005).
Correlation exists between increased resilience in the face of risk and improved SC
performance (Pettit et al., 2013). Mitigation of process and demand risk has direct impact
on SC performance (Chen et al., 2013).
The SSC literature is classified into Capacity management, demand management, and
coordination of SSC (Wang et al., 2015). Resource capacity reconfiguration mediates the
relationship between SC risks and firm resilience (Ambulkar et al., 2015). Supply
capacity constraint hinders service delivery. Flexible capacity and flexibility in sourcing
influences flexibility to end customers (Márcio et al., 2014). JIT practices have a positive
association with organisational flexibility (Youssef et al., 2015). Internal knowledge
transfer positively influences SC flexibility and relieves capacity constraints (Constantin
et al., 2014). Effective control of SC flexibility can improve overall organisational
performance (Sahu et al., 2015; Nath et al., 2019).
Investing in service capacity in advance of demand could be counter-intuitive, yet
beneficial for competing providers. Incentives to invest in capacity could be high if such
investments and can uplift demand and protect market share (Perdikaki et al., 2016). Use
of capacity management strategies (CMS):
1 counters demand variability
2 releases capacity to handle demand surges
3 improves SC performance (Klassen and Rohleder, 2010).
 Capacity management strategies in supply chains 83

There is lack of literature on capacity management, specific to services context. This

paper attempts to create a systematic view of various CMS and use of them to:
1 mitigate SC risks relating to demand variability, constrained capacity, and service
delivery
2 improve company performance.
Based on literature review, a value delivery framework is proposed to provide insights
into the use of CMS to mitigate SC risks and improve company performance. As the first
study of this kind, this article provides a good starting point for further empirical research
on the linkage between presence of supply chain (SC) risks, use of CMS, and the impact
on company performance. This review will interest SCM professionals, researchers, in
manufacturing as well as services industries, and would provide a bridge between
research and state of practice.
The aim of this study is to provide a detailed review of the current trends in capacity
management in SCs, use of CMS, with the specific objectives to:
1 Analyse the state and progress of research on the CMS across themes of study and
use of CMS from product-based and services-based SCs, relevant to SSCs.
2 Analyse the research interest in CMS across geographies and research methods
(RMs) applied.
3 Outline the research contribution and the value delivered to the end-consumer
through the CMS.

2 Review methodology

The key research questions covered through this study are highlighted below:
RQ1 State of the progress of research on the role of CMS in managing SCs across the
themes of study.
RQ2 The progress of this research relating to use of CMS across the structure of the
SCs.
RQ3 The progress of the research on the CMS to manage the capacity in SCs across
the world.
RQ4 The methodologies used in research on use of CMS in managing the SCs.
RQ5 Contribution of the existing research in demonstrating value delivered by
applying CMS.
Relevant research literature has been reviewed to provide transparency into search and
assessment process specific to this field of study. The review of research literature on
CMS is based on the review method used by Tranfield et al. (2003); Pittaway et al.
(2004) and Macpherson and Holt (2007), and later used by Narayana, et al. (2014).
The two key states in the review process included:
1 Defining the review method and mapping the literature by accessing, reviewing and
assessing the quality and relevance of research pertaining to the research topic.
84 R.L. Rajani and G.S. Heggde

2 Using the review findings in identifying gaps and providing recommendations for the
future research.
Section 2 describes stage 1 that includes the search criteria and selection process, analysis
framework and the data extracted.

2.1 Search criteria and selection process

The search and selection process involved four stages. The inclusion and exclusion
criteria were decided collectively by the co-authors.
The use of CMS in SCs relates to:
1 Understanding risks caused by demand variability and inability to predict demand,
inadequate service capacity, and unpredictable quality of delivery.
2 Use of CMS to adjust the capacity in peak and lean periods.
3 Benefits achieved from the use of CMS.
The authors leveraged searches with primary keywords:
1 SCM
2 services management
3 services marketing
4 services operations
4 bull-whip effect
5 demand variability
And secondary keywords:
1 capacity management
2 CMO
3 SC integration (SCI)
4 SC competitive performance.
In the stage 1, the keyword searches in online catalogues selected based on repository
relevance and depth resulted in 6,328 articles during 1980–2018. In stages 2 after reading
the abstracts and paper contents, 664 papers were filtered and read by the co-authors. In
stage 3, 565 articles were filtered after removing the articles pertaining to service quality
in B2C context. In stage 4 based on research contribution to the theme of study
(product-based studies applicable to services, after-sales, services focused), the
co-authors arrived at final list of 133 papers from peer-reviewed journals, listed in
Table A1 in Appendix and cited references. Most articles are from the SCs in the field of
production, operations, logistics, transportation management rather than from SSCs,
suggesting the existing focus of SCM literature in manufacturing and distribution. The
SSC literature comes from services management, marketing and operations publications
in addition to a few from the latest SCM journals beginning to focus on services.
 Capacity management strategies in supply chains 85

2.2 Analysis framework

An analysis framework was created to analyse the literature relating to the research
questions. In this review, RQ1–5 are addressed by enlisting the research progress in
relevant categories chronologically, and analysing cross-categories to answer the research
questions. The categories used for analysis included:
a major themes
b terminology – (P)roduct, (S)ervice, (G)eneric focus in the SC
c structural dimensions [dyad, chain, downstream network (DNW), upstream network
(UNW), whole network (WNW)]

d geography
e primary RM.
Terminologies (product, service, generic) in context of CMS in SCs help in
understanding the research interest, variety of interpretations, context and
stakeholders/industries under study. The major themes cover the concurrent research
trends and breadth and depth of research in managing capacity in SCs.
The structural dimension in this review relates to the level of analysis (LOA) – (dyad
(a two-party relationship); chain – a set/chain of dyad relations, and (UNW, DNW,
WNW) w.r.t. flow from supplier to manufacturer or service provider to end customer.
The element of exchanges (EOEs) included asset, information, knowledge, relationships.
Structural analysis as prescribed by Croom (2000) was used to classify the studies in
the two-dimensional-matrix. Studies were reviewed for direct or implicit references to SC
structural dimension – LOA and the EOE.
Studies were coded and grouped into terminologies (Ty) – (P)roduct, (S)ervice, and
(G)eneric, based on the context.
RMs were coded as conceptual study (Cs), survey/interview-based with
survey/empirical analysis (S), case study-based (CB), mathematical modelling (M), and
secondary data/desk research/literature review-based (L). The studies were coded for
geography and in case of region-independent, based on authors’ location. Americas
included north, south and central US regions. Studies covering multiple regions were
coded trans-continental (Tc).
Geographical region of the collated research and the primary methodologies have
been analysed to understand the evolution of RMs. The analysis carried out to answer the
research questions included:
1 major themes (RQ1–RQ4)
2 terminology – product/service/generic (RQ2)
3 SC structure (RQ1, RQ2)
4 geography and research methodology (RQ1, RQ3, RQ4).
The findings of RQ1–RQ4 are used in addressing RQ5.
86 R.L. Rajani and G.S. Heggde

2.3 Data extraction

Data extraction forms as suggested by Tranfield et al. (2003) for literature analysis were
used to provide trail to the decision process and a repository. The key fields coded
included – major theme, sub-themes, key issues, terminology, LOA, EOE, RM, region
(Reg) (Appendix A1). Coding and classification followed an iterative content analysis
process as suggested by Seuring and Müller (2008) and Gravier and Farris (2008).
This literature review pertaining to the themes of:
1 SCRs
2 various options for CMS discussed in literature
3 relation of implementing CMS to company performance are considered to form the
CMS value delivery framework.
The co-authors individually coded and classified the studies and differences were
resolved through discussions, inclusion of additional themes, issues, and/or
re-classification. Various themes have sub-themes and specific issues, that are discussed
in Sections 3.2 to 3.4, and sub-themes and issues have been identified. Each paper has
been coded with ‘Y’ ‘N’ for reference to the theme/sub-theme and issue ‘covered’, ‘not
covered’. Table A1 in annexure provides the coding for various themes/sub-themes
present in the selected studies.
To ensure reliability, literature covering a longer period of three decades was
analysed. To remove author-bias, peer review by co-authors was performed throughout
the process of search and selection, framework creation, and data extraction. The
inter-author reliability was ensured by following an iterative process for analysing
content and differences resolved through peer review and discussion (Kassarjian, 1977).
To enhance the validity of the categories and classification, the review was presented to
experts in Google survey, feedback sought and incorporated.

2.4 Outline of the remaining sections

The next stage of the literature review used this framework to address the research
questions.
1 Themes and terminologies used in the literature analysis are discussed in Section 3.
2 The analysis of these categories as content matrices is presented in Section 4,
including analysis across geographies, research methodologies and themes, and a
discussion on research questions RQ1 to 5.
3 A CMS value delivery framework for applying CMS to mitigate SCRs and achieve
performance outcomes is presented in Section 5.

4 The conclusion of literature analysis including unique contribution of the paper,

theoretical and managerial implications, identification of gaps and scope for future
research is presented in Section 6.
 Capacity management strategies in supply chains 87

3 Background study and theory building

This section presents an analysis of the terminologies used and major themes, business
processes, and key issues studied in applying CMS. The analysis of these categories
answers RQ1 (themes – Sections 3.2 to 3.4) and RQ2 (terminologies – Section 3.1).

3.1 Evolution of studies across terminologies

We arrived at the use of the three terminologies – ‘product’, ‘services’, ‘generic’
(Figure 1). CMS literature is dominated with product-based SCs, services specific studies
are limited.
1 Product-based – refers to the manufacturing SCs, bull-whip effect, problem of
demand variability, constrained capacity, and quality of service, information sharing
relating to capacity and demand planning and scheduling across the SC, capacity
augmentation to handle demand surges, use of excess capacity during lean periods,
benefits from SCI.
2 Services-based – refers to management, marketing, design, innovation, and
operations of services. Key topics include service design, queues, waiting periods,
customer experience. Variability is greater in services than in manufacturing (Chase
and Aquilano, 1992) due to less predictability, higher fluctuation (Hope and
Mühlemann, 1997; Lovelock, 1983). Customer-provider interaction times are hard to
predict, service is not inventoried and is simultaneously consumed and produced
(Murdick et al., 1990).
3 Generic [G] – SC network related studies, specifically in logistics and distribution
have combined the product and services and discussed methods for capacity
augmentation and resource scheduling during peak and lean demand periods.

Figure 1 Evolution of terminologies on CMS in SCS

88 R.L. Rajani and G.S. Heggde

3.2 SC risks
There is an increased interest in the subject of SCRs. SC collaborations can reduce the
risk of demand variability, constrained capacity and service delivery (Heckmann et al.,
2015). Decision makers tend to mitigate SCRs first then enhance SC visibility (Yu and
Goh, 2014).
Table 1 Key SCRs identified from selected studies

SCRs Items Code

Demand Extent of variation of demand Ch_DVar_1
variability Inability to forecast demand with reasonable accuracy Ch_DVar_2
Demand variation causing higher variability for Ch_DVar_3
suppliers/partners
Demand variation for customer causing higher variability in Ch_DVar_4
business
Mis-match of Inadequate capacity to serve demand during peaks Ch_Cap_1
capacity w.r.t. High cost of capacity augmentation Ch_Cap_2
demand
Surplus capacity idled/wasted during lean periods Ch_Cap_3
Service quality Low customer tolerance levels about service quality Ch_Qual_1
Inability to meet expected quality levels demanded by our Ch_Qual_2
customers
Concern about poor quality of service from our partners Ch_Qual_3

Demand variability results in a higher retail price and after-sales service level, less
ordering quantity, and smaller profits for firms and the chain (Chen et al., 2017). The less
seasonal an industry’s demand, the more likely the industry amplifies volatility – highly
seasonal industries tend to smooth demand volatility whereas non-seasonal industries
tend to amplify (Cachon et al., 2007).
Constrained capacity causes potential loss of business during peak demand
(Nicholson et al. 2004); work pressures and quality trade-offs (Oliva, 2001). High cost of
augmenting capacity may further aggravate this risk (Demirkan and Cheng, 2008).
Surplus capacity idled during lean periods has adverse financial risk (Shugan, 2002;
Baramichai et al., 2007).
Table 1 lists key SCRs identified from selected studies.

3.3 Capacity management strategies

3.3.1 Capacity planning and information sharing
Information sharing results in improved performance when replenishment lead time was
less than seasonal period (Cho and Lee, 2013). Organisations need to engage in active
knowledge acquisition to achieve improved SC performance (Afolayan et al., 2016).
Knowledge management (KM) enablers have a significant influence on KM
effectiveness, R&D innovation, and firm performance (Kamath et al., 2016).
Organisational culture has a positive impact on knowledge sharing which has a positive
impact on organisational agility (Salehzadeh et al., 2017).
 Capacity management strategies in supply chains 89

Table 2 lists down key actions under this CMS.

Table 2 CMS actions for capacity related planning and information sharing among SC
partners

Strategy Code
Share more information with staff and partners ST_PI_1
Cross-train staff to relieve task specific bottlenecks. ST_PI_2
Yearly shift scheduling/vacation planning to address peak/lean. ST_PI_3
Changing number/venues of service. ST_PI_4
Changing hours of service. ST_PI_5

3.3.2 Capacity augmentation to handle demand surges during peaks

CMS during peaks calls for human capital management (HCM). More the existing SCRs;
higher the effectiveness of HCM (Teimouri et al., 2018). People excellence variables
positively influence organisational maturity leading to business outcomes across staff,
firm and customer dimensions (Kothandaraman and Kamalanabhan, 2018).
Key capacity augmentation actions during peaks (Table 3) include change of staff
allocations, hiring additional full-time staff, add part-time staff (Klassen and Rohleder,
2010), change allocation from back-end to front-end, keep temporary/extra staff
(Shemwell and Cronin, 1994), floating capacity close to customer (Netessine et al.,
2002), crowd-source/co-create (Bharti et al., 2018), use spare capacity with business
partners (sub-contract work out) and/or share capacity between different parts of service
delivery organisation (Kim, 2017).
Table 3 Capacity augmentation actions during peaks

Strategy Code
Change allocation of staff to match to demand ST_Cap_1
Change allocation of staff from back end to front-end ST_Cap_2
Hire additional full-time staff ST_Cap_3
Add part-time staff ST_Cap_4
Keep temporary/extra staff on a permanent basis ST_Cap_5
Keep floating capacity available close to customer ST_Cap_6
Schedule extra staff ST_Cap_7
Sub-contract work to business partners ST_Cap_8
Use spare capacity available with business partners ST_Cap_9
Crowd-source additional capacity ST_Cap_10

3.3.3 Capacity augmentation during short-term demand peaks

Capacity augmentation actions during short-term demand surges (Table 4) include
increase in hours/days of operation, hourly/daily scheduling; weekly/shift scheduling of
90 R.L. Rajani and G.S. Heggde

staff; add temporary employees, scheduling of overtime for select staff (Zeithaml et al.,
1985, Shemwell and Cronin, 1994; Klassen and Rohleder, 2010).
Table 4 Capacity augmentation actions during short-term demand peaks

Strategy Code
Increasing the hours/days of operation ST_Cap_ST1
Scheduling of staff on hourly/daily basis ST_Cap_ST2
Scheduling of staff on weekly/shift basis ST_Cap_ST3
Scheduling overtime for selected staff ST_Cap_ST4
Adding temporary employees ST_Cap_ST5

3.3.4 Strategies to make use of available capacity during lean periods.

Services are perishable; capacity of services firm should be strategically deployed not
only from operational but also from marketing perspective to improve the performance
(Brausch and Taylor, 1997).
Lean periods create poor capacity utilisation and negatively impact financial
performance. Key actions during lean periods (Table 5) include train staff and partners
(Peters and Saidin, 2000), donate work to charity (Shemwell and Cronin, 1994; Lee and
Ng, 2001), offer increased customer involvement (Chase, 1981), replace self-service with
personalised (Farrington et al., 1999), and handle customers sequentially (Shemwell and
Cronin, 1994).
Table 5 Capacity management actions during lean periods

Strategy Code
Lay-off employees ST_Cap_L1
Let employees idle ST_Cap_L2
Use capacity to train staff and partners ST_Cap_L3
Donate work to charity ST_Cap_L4
Handle non-urgent work during lean period St_Cap_L5
Offer increased customer involvement ST_Cap_L6
Replace automation with direct engagement ST_Cap_L7
Replace self-service with personalised service ST_Cap_L8
Handle customers sequentially rather than in ST_Cap_L9
parallel
St_Cap_L10

3.4 Outcomes of implementing CMS

The relationship among cost, flexibility, quality, service level and lead time helps
prioritise SC coordination mechanism (Shukla et al., 2018). Firms can overcome
quality-cost-time trade-offs using integrated world class SCM practices (Petroni et al.,
2017). Economic sustainability includes financial performance, flexibility, reliability,
 Capacity management strategies in supply chains 91

quality (Boukherroub et al., 2015). CMS actions enhance SC sustainability and help
market-oriented firms achieve a competitive advantage (Agrawal et al. 2017). Table 6
lists key outcomes from implementing CMS.
Table 6 A review of key outcomes from implementing CMS

R_SP supply chain performance R_CS customer satisfaction

R_SP_1 Lower cost R_CS_1 Happiness with service
R_SP_2 Improved quality R_CS_2 Satisfaction with resolution to
problems
R_SP_3 Timely delivery R_CS_3 Compliance to customer standards
R_SP_4 Speed of delivery R_CS_4 Satisfied with quality of service
R_SP_5 Flexibility to change service mix R_CS_5 Expectations met/exceeded
R_SP_6 Flexibility to change volume R_FP financial performance
R_SP_7 Improved capacity utilisation R_FP_1 Increased sales
R_SP_8 Enhanced capability to service R_FP_2 Increased return on investment
R_SP_9 Timely launch of new service R_FP_3 Increased profitability
R_SP_10 Increased innovation R_FP_4 Increased market share
R_SP_11 Improved customer service

The themes of key interest in terms of number of research studies include: SCRs –
demand variability (55); CMS implementation – capacity planning and information
sharing (94), key results – SC competitive performance (77) (Figure 2).

Figure 2 Research progress on CMS themes (see online version for colours)

4 Analysis of reviewed literature and discussions

This section provides the progress of research in the structural dimensions (LOA and
EOE). The SC content matrices for terminologies used (Table 7) and major research
92 R.L. Rajani and G.S. Heggde

themes relating to capacity management in SCs (Table 8) depict the progress of research
along these categories including the structural dimension. This cross-category analysis
addresses the research questions RQ1 and RQ2.
Table 7 Terminology matrix for CMS literature

Level of EOE Total

Terminology number
analysis Asset Information Knowledge Relationship of papers
Dyad (D) P 3 3 0 0 3
S 2 2 2 2 2
G 2 2 1 1 2
Chain (Ch) P 46 46 15 26 46
S 25 25 8 14 25
G 17 19 6 4 19
Upstream P 5 3 2 2 5
network S 1 1 1 1 1
(UNW)
G 0 0 0 0 0
Downstream P 3 3 0 2 3
network S 4 4 1 2 4
(DNW)
G 3 3 1 2 3
Whole P 6 5 3 2 6
network S 8 8 2 4 8
(WNW)
G 7 7 4 4 7
All levels P 61 60 18 30 61
S 40 40 13 23 40
G 21 22 5 7 22

4.1 Reporting relating to the LOA

Figure 3 on the research evolution of CMS along the structural dimension, shows most
research on SCs, little on Dyads and UNWs and an emerging focus on UNW, DNW and
WNW; the use of terminologies indicates the interactions across industries.
The ‘product’ terminology has dominated the research, especially in ‘chains’ since
1990s. Services superseded product only in DNW and WNW, which pertain to outbound
logistics related SC and networks. The low focus on UNW and Dyads indicates the need
for CMS witnessed in meeting customer commitment (DNWs). 2001–2010 period has
increased research covering DNWs and the same is associated with surge in logistics
management. Research efforts are limited in UNW and lower compared to research in
DNW and WNW. The work in WNW pertains to distribution/logistics and quality from
supplier to downstream distribution. This low focus on UNW is attributed to a higher
research in manufacturing SCs with focus on distribution of products to end customers.
 Table 8

SC
Dyad EOE Chain EOE UNW EOE DNW EOE WNW EOE Overall EOE
structure/EOE

Asset
Asset
Asset
Asset
Asset
Asset

Knowledge
Knowledge
Knowledge
Knowledge
Knowledge
Knowledge

Information
Information
Information
Information
Information
Information

Relationship
Relationship
Relationship
Relationship
Relationship
Relationship

Total papers
Total papers
Total papers
Total papers
Total papers
Total papers

Research
themes
SCRs
CH_DVAR 4 4 2 4 4 41 41 6 17 41 4 4 1 1 4 2 2 0 1 2 6 5 2 2 6 57 56 11 25 57
CH_CAP 6 6 2 3 6 14 14 2 6 14 1 1 0 1 1 1 1 0 0 1 3 2 1 1 3 18 17 2 7 25
CH_QUAL 1 1 1 1 1 13 13 3 6 13 1 1 0 1 1 9 9 1 5 9 1 1 0 0 1 16 16 4 8 25
CMS
ST_PI 5 5 1 2 5 63 65 31 23 65 5 5 2 2 5 5 5 1 2 5 14 13 6 6 14 86 86 26 36 94
ST_CAP 2 2 1 2 2 27 28 9 20 28 1 1 0 1 1 7 7 5 2 7 3 3 1 2 3 32 32 10 23 41
ST_CAP_ST 0 0 0 0 0 7 7 2 2 7 0 0 0 0 0 0 0 0 0 0 19 18 7 8 19 7 7 2 2 26
ST_CAP_L 3 3 2 3 3 17 17 10 12 17 1 1 1 0 1 2 2 2 2 2 7 7 4 4 7 29 29 18 20 30
Capacity management strategies in supply chains

Results
Content matrix by SC structure, themes of study, EOE

R_SP 3 3 0 0 3 48 48 16 25 48 5 5 2 1 5 5 5 1 3 5 11 10 5 7 11 70 69 21 25 72
R_CS 0 0 0 0 0 8 9 5 5 9 0 0 0 0 0 0 0 0 0 0 2 2 1 1 2 9 9 4 4 11
R_FP 2 2 0 1 2 23 24 7 12 25 1 1 1 0 1 4 4 0 1 4 7 6 2 2 7 33 33 8 11 39
TOTAL 7 7 2 4 7 88 90 29 44 90 6 6 2 3 6 9 8 1 5 9 21 20 9 10 21 131 131 43 66 133
93
94 R.L. Rajani and G.S. Heggde

Figure 3 Research studies on the CMS by structural dimension

4.2 Reporting across the EOEs

Figure 4 provides the research progress along the EOEs. Most studies cover asset and
information exchange as key EOEs. Even service businesses (retail, food services,
rentals, hotels/hospitality, hospital/health services, logistics/distribution) are dependent
on asset exchange. With the advancements in IT, information exchange is a key to any
transaction. The studies relating to ‘capacity planning and information sharing’ have
focus on information and relationship elements.
Period starting 2001 has seen focus on relationship and knowledge exchanges. The
studies covering knowledge dimension are limited. The studies originating from product
manufacturing have asset and information focus and less relationship and knowledge
focus. The emerging work in services and SC networks has initiated emerging focus on
relationship and knowledge elements.
Increase of outsourcing to focus on the core as a strategy has led to increased dealing
with business partners, clusters and networks, with knowledge sharing and trust as key to
the relationships. Growing interest in DNW and WNW, with increased EOE –
relationships and knowledge, is a testimony to growing interest in integration of
end-to-end logistics and outsourcing of downstream – logistics, distribution, and
customer service functions. Increased outsourcing has resulted in need for collaboration,
joint planning, and knowledge sharing.
 Capacity management strategies in supply chains 95

Figure 4 Research studies on the CMS by EOE

4.3 Research progress by geographies and research methodologies

Americas, trans-continental, and Europe have been the key regions with the largest
number of studies on the CMS (Figure 5). Model-based and empirical studies take
prominence followed by conceptual studies. The research in Americas indicates
development of the economy and growing popularity of SC initiatives, especially in
product manufacturing. As against Americas, the transcontinental research is focused on
conceptual studies that have dwelt in ways to deal with demand variability. Research in
Europe combines case-based and mathematical models.
Asian research has been on empirical methods and has focused on SCRs, demand
variability and bull-whip effect, and results from SCI. There are fewer instances of
deeper research on CMS in SCs, specially backed with empirical data.
Figures 6 and 7 connect the RMs used and geography. 2001–2010 has dominated
model-based research in Americas.

4.4 Inter-continental comparison of studies across major themes

Figure 8 provides the geographical focus of the studies along the major themes identified
in Sections 3.2 to 3.4 and addresses RQ1 and RQ3.
96 R.L. Rajani and G.S. Heggde

Figure 5 Geographical coverage of studies

Figure 6 Classification of studies by geography and research methodologies

Americas regions represent all the major research themes. The studies in Americas region
are dominated with solving the challenge of demand variability with capacity planning
and information sharing. Across the regions, the research has focused more on challenge
of demand variability as against inadequate delivery capacity or issues about quality of
service. Trans-continental studies include the studies covering multiple geographies, as
well as conceptual and modelling studies originated in any geography with applicability
across regions.
 Capacity management strategies in supply chains 97

Figure 7 Progress of research on by research methods

Figure 8 Cross-geography view of studies on major themes

Studies in Europe also cover across most themes – risk of demand variability, use of
CMS – capacity planning and information sharing. Research across all regions is lacking
specially in the use of short-term CMS.

4.5 Application of research methods in study of major themes

Figure 9 covers the RMs used in the study of major themes and addresses RQ1 and RQ4.
All the RMs convey the key SCR of demand variability. Delivery capacity constraints are
largely focused on model-based techniques.
98 R.L. Rajani and G.S. Heggde

Figure 9 Major themes of study by research method

Model-based techniques are largely applied in capacity management side with planning
and information sharing, where key themes of research include value of information
sharing to curb the bull-whip effect from demand variability. Case based research is
focused on planning and information sharing and SC competitive outcomes. The
outcomes from CMS leverage model-based, followed by case-based and empirical
research. While this discussion is based on primary RM, many of the studies use a
combination of RMs.

5 CMS framework for value delivery – to mitigate SCRs and enhance

company performance

Using the insights from Sections 3–4, the authors have explored the research problems
relating to SCRs including demand variability, inadequate delivery capacity, and quality
of service delivery, and proposed a value delivery framework to mitigate SCRs and offer
improved SC performance. Figure 10 depicts the proposed framework.
There is an emerging interest to combine capacity planning and information sharing
and leveraging short-term and long-term CMS, internal as well as from the service
partners to achieve higher performance. Companies that make alternate uses of the
capacity during lean periods achieve higher ROI with higher capital utilisation. These
studies have analysed ways to enable exchange of assets and information in Dyads,
chains and networks.
The research combines use of CMS in manufacturing and services industries. Since
services are not inventoried, use of CMS during lean periods continues to be a keen area
of research.
 Capacity management strategies in supply chains 99

Figure 10 CMS value delivery framework to reduce SCRS and enhance company performance

With key focus on capacity planning and information sharing, long and short-term
capacity augmentation, there is also emerging focus on alternate uses of capacity during
lean periods to achieve higher capacity utilisation. Apart from staff reductions as
immediate response, progressive organisations handle lean periods creatively to train
staff and partner resources, handle non-urgent work, donate work, increase customer
involvement to provide better experience to customers, offer direct engagement rather
than self-service or automated process.
The final value delivered from CMS includes improved SC performance, customer
satisfaction, and financial outcomes.

6 Conclusions

This section discusses the unique contributions of the paper, managerial and theoretical
implications, research gaps and scope for future work, and key limitations of this research
based on RQs.

6.1 Unique contributions of this paper

The analysis of the terminologies and the structural dimensions revealed a limited
research interest in CMS. Existing literature reveals that discussion on CMS is primarily
on capacity management options (CMOs) (Klassen and Rohleder, 2010); strategic
approach to implementing CMS to mitigate SCRs or improve company performance is
lacking. Also, an overall approach to company performance is required, e.g., an initiative
may improve the SC competitive performance, but may either not address customer
satisfaction or may negatively impact financial outcome. This paper has comprehensively
addressed the SCRs of demand variability and constrained capacity, discussed wide
variety of CMS, and used a company performance construct to arrive at CMS value
delivery framework.
100 R.L. Rajani and G.S. Heggde

 (RQ1) and (RQ2) – Section 3, 4 covered state of research (RQ1) and progress across
themes (RQ2) of SCRs, use of CMS and outcomes across structure of the SC.
Studies on the risk of demand variability primarily relate to bull-whip effect in
manufacturing, with a few studies relating to services. Additional SCRs include
inadequate delivery capacity to fulfil the demand, and concern on quality of delivery.
Number of approaches relating to capacity planning and information sharing across
SC, augmenting capacity to meet the peak demand through internal and partner
resources, matching capacity to demand in both peak and lean periods have been
discussed.
 (RQ2) An analysis of SC content matrix suggests the transition of research
approaches from chain to network-centric, with focus on the EOEs – assets,
information, relationships, and knowledge. An analysis of research themes and
terminologies suggests that the research interest is changing from manufacturing and
distribution to CMS in SSCs covering, products, services, after-sales.
 (RQ3) Research efforts are divided into key geographies with Americas leading in
number of studies, themes, and point to more advanced state of research. Across the
regions, the research has focused more on addressing demand variability as against
inadequate delivery capacity or issues about quality. In other regions too, there is
growing interest in applying CMS to address SCRs.
 (RQ4) The use of RMs is contextualised by region, themes, with a number of
conceptual, case-based and empirical studies. Number of studies use mathematical
modelling in SC optimisation themes and offer a rich collation of tools and
techniques for professionals dealing in capacity management.
 (RQ5) The contribution of research in analysing the value delivered to improve
company performance is discussed at the levels of interaction specified. There
is evidence of improved company performance with the use of CMS. A key
contribution of this research is the CMS value delivery framework to mitigate SCRs
and contribute to improved company performance.

6.2 Theoretical and managerial implications

Capacity management has been discussed in existing services management literature to
provide options to deal with vagaries of demand. In services, work backlog is considered
a unit of capacity.
Despite the ease of collaboration, and information exchange as the premise of SCM,
exchange of capacity planning and scheduling information to address demand, still
continues to be a key strategy to manage capacity.
SC managers and practitioners should leverage the value delivery framework,
consider variety of CMS as an opportunity to not only deal with the SC risks, but also
improve company performance. SC managers should look at capacity not only through
internal sources, but also share capacity across departments (e.g., back-end to front-end),
change capacity configurations, use outsourced and crowd capacity, involve SC partners,
customers in service production process to extend capacity. Periods of lean demand
should be used as avenues to put to alternate use to increase capacity utilisation.
 Capacity management strategies in supply chains 101

6.3 Limitations
The limitations of this study include:
1 Due to paucity of literature on SSCM, the studies from manufacturing and logistics
as well as services and after-sales, as applicable to services are considered in this
literature survey as well as in arriving at the framework. The SCRs in specific
industry, application of specific CMS and categories of benefits gained may vary
based on specific industry.
2 Due to paucity of literature specific to benefits from CMS, some of the studies on
SCI to create flexibility and relieve capacity in SCs have been considered towards
company performance construct.
3 This research has used cross-disciplinary studies to not only draw insights from other
domains (e.g., production, operations, services marketing, industrial engineering,
services innovation, SCM, etc), but also across various industries covering
manufacturing and services. Often, drawing such parallels could be debatable
(Rossetti et al., 2011).
4 Capacity and demand management work together. However, for purpose of the
study, focus is on CMS; discussions on DMS, service process redesign to manage
capacity and demand are excluded.

6.4 Identification of research gaps and scope for future research

The review suggests the fragmented state of research efforts on CMS with existing
research primarily focused on Manufacturing SCM. Services related research largely
pertains to logistics/distribution or after-sales of manufactured products and focus on
SSCM is lacking. Also, the focus of existing research is primarily on chains and lacking
on ‘networks’.
There has been lack of research work on value delivered through CMOs and DMOs,
post the work by Klassen and Rohleder (2010). This paper is one of the first to present a
conceptual framework which provides a base for further empirical research work on
CMS.
We recommend the focus on CMS in SSCs, from service design to service delivery,
consumption and continuous innovation. The value delivered from CMS should be
analysed with respect to the interaction of inter and Intra structural elements of SSCs.
This points to multiple SC transformation opportunities:
1 Asset – from design (e.g., service blueprint) and material procurement to production,
distribution, service design/customisation, service delivery/consumption and any
reverse flows with the information for capacity planning, scheduling and related
CMS.
2 Pricing – from service pricing in the after-sales, to pure services, investment in
services innovation and technology for optimising customer service, and
rationalising capacity augmentation investments to handle peak demand situations.
102 R.L. Rajani and G.S. Heggde

3 Knowledge – focus on knowledge sharing in SCs to mitigate SCRs, implement CMS

across SC including upstream and DNWs for capacity planning and scheduling
simulations to service delivery and vice versa.
4 Interdependencies:
a Of interactions from design to production to marketing to customer to service
provider.
b Of EOEs between asset/service and its financial value, demand information to
knowledge, etc.
There is a paucity of studies covering ‘knowledge’ as EOE. Hence, there is scope to
extend the research to development of DNWs (e.g., clusters for procurement, logistics,
customer service, back-office, online sales and pricing, etc.). Inclusion of such studies
would help to understand the evolving SSC configuration (stakeholders, their needs, and
relationship dynamics).
Further exploration, empirical research, and analysis is suggested to understand the
development of services SCs in Asia, Australia, Europe, the UK, and Africa, to help
strengthen SSC capabilities, especially w.r.t CMS. There is a need for adoption of CMS
across regions, also to ascertain the value delivered from implementing the CMS. These
requirements suggest the need for trans-continental research to compare structural
elements of SSCs, use of CMS, and global, regional and local practices. The research
should also focus on specific industry practices as well as offer cross-industry
comparisons.

References
Afolayan, A., White, G.R.T. and Mason-Jones, R., (2016) ‘Why knowledge acquisition is
important to effective supply chain management: the role of supply chain managers as
knowledge acquisitors’, British Academy of Management Conference, New Castle.
Agarwal, A., Shankar, R. and Tiwari, M.K. (2006) ‘Production, manufacturing and logistics
modelling the metrics of lean, agile and leagile supply chain: an ANP-based approach’,
European Journal of Operational Research, Vol. 173, No. 1, pp.211–225.
Agrawal, A.K., Kumar, D. and Rahman, Z. (2017) ‘An ISM approach for modelling the enablers of
sustainability in market-oriented firm’, International Journal of Business Excellence, Vol. 12,
No. 1, pp.23–45.
Ambulkar, S., Blackhurst, J. and Grawe, S. (2015) ‘Firm’s resilience to supply chain disruptions:
scale development and empirical examination’, Journal of Operations Management, January,
Vols. 33–34, pp.111–122.
Andersen, E.G. and Morris, D.J. (2000) ‘A simulation game for service-oriented SCM: does
information sharing managers with service capacity decisions?’, The Journal of Production
and Operations Management, Vol. 9, No. 1, pp.40–55.
Anderson Jr., E.G., Fine, C.H., Gilboy, G.J. and Parker, G.G. (1995) ‘Upstream volatility in the
supply chain: the machine tool industry as a case study’, Production and Operations
Management, Vol. 9, No. 3, pp.239–261, MIT.
Ang, S. and Straub, D.W. (1998) ‘Production and transaction economies and is outsourcing: a study
of the US banking industry’, Production and Transaction Economies: MIS Quarterly, Vol. 22,
No. 4, pp.535–552.
Auramo, J. and Ala-risku, T. (2005) ‘Challenges for going downstream’, International Journal of
Logistics Research and Applications, Vol. 8, No. 4, pp.333–345.
 Capacity management strategies in supply chains 103

Avery, S.L. and Swafford, P.M. (2009) ‘Social capital impact on service supply chains’, Journal of
Service Science, Vol. 2, No. 2, pp.9–16.
Bai, L., Liu, H., Tsui, K.L. and Ye, H.Q. (2008) ‘Reducing bullwhip effect in supply chains using
control variates’, Quality Technology & Quantitative Management, Vol. 5, No. 3, pp.221–241.
Baramichai, M., Zimmers Jr., E.W. and Marangos, C.A. (2007) ‘Agile supply chain transformation
matrix: an integrated tool for creating an agile enterprise’, Supply Chain Management: An
International Journal, Vol. 12, No. 5, pp.334–348.
Barve, A. (2010) ‘Impact of supply chains agility on customer satisfaction’, International
Conference on E-business, Management and Economics.
Bayraktar, E., Koh, S.C.L., Gunasekaran, A., Sari, K. and Tatoglu, E. (2008) ‘The role of
forecasting on bullwhip effect for E-SCM applications’, International Journal of Production
Economics, Vol. 113, No. 1, pp.193–204.
Bharti, K., Agrawal, R. and Sharma, V. (2018) ‘Embrace, before it is too late! Prediction of future
studies on value co-creation’, International Journal of Business Excellence, Vol. 14, No. 1,
pp.121–151.
Bhattacharya, R. and Bandyopadhyay, S. (2011) ‘A review of the causes of bullwhip effect in a
supply chain’, International Journal of Advanced manufacturing Technology, Vol. 54,
Nos. 9–12, pp.1245–1261.
Bolumole, Y.A. (2003) ‘Evaluating the supply chain role of logistics service providers’,
The International Journal of Logistics Management, Vol. 14, No. 2, pp.93–107.
Boone, T. and Ganeshan, R. (2001) ‘The effect of information technology on learning in
professional service organizations’, Journal of Operations Management, Vol. 19, No. 4
,pp.485–495.
Boukherroub, T., Ruiz, A., Guinet, A. and Fondrevelle, J. (2015) ‘An integrated approach for
sustainable supply chain planning’, Computers & Operations Research, February, Vol. 54,
pp.180–194.
Brausch, J.M. and Taylor, T.C. (1997) ‘Who is accounting for the cost of capacity’, Management
Accounting, MLA 8th ed., pp.44–50.
Bray, R.L. and Mendelson, H. (2012) ‘Information transmission and the bullwhip effect: an
empirical investigation’, Management Science, Vol. 58, No. 5, pp.860–875.
Buchmeister, P. and Palcic, P. (2008) ‘Bullwhip effect problem in supply chains’, Advances in
Production Engineering and Management, Vol. 3, No. 1, pp.45–55.
Butner, K. (2010) ‘The smarter supply chain of the future’, Strategy & Leadership, Vol. 38, No. 1,
pp.22–31.
Cachon, G.P. and Fisher, M. (2000) ‘Supply chain inventory management and the value of shared
information’, Management Science, Vol. 46, No. 8, pp.1032–1048.
Cachon, G.P. and Lariviere, M.A. (1999) ‘Capacity choice and allocation: strategic behavior and
supply chain performance’, Management Science, Vol. 45, No. 8, pp.1091–1108.
Cachon, G.P., Taylor, R. and Schmidt, G.M. (2007) ‘In search of the bullwhip effect’,
Manufacturing and Service Operations Management, Vol. 9, No. 4, pp.457–479.
Caridi, M., Crippa, L., Perego, A., Sianesi, A. and Tumino, A. (2010) ‘Measuring visibility to
improve supply chain performance: a quantitative approach’, Benchmarking: An International
Journal, Vol. 17, No. 4, pp.593–615.
Carlsson, C. and Fuller, R. (2000) ‘A fuzzy approach to the bullwhip effect’, Conference
proceedings: 15th European Meet, Cybernetics and Systems Research, pp.228–233,
ISBN: 3-85206-151-2.
Chandra, C. and Kumar, S. (2000) ‘Supply chain management in theory and practice: a passing fad
or a fundamental change?’, Industrial Management & Data Systems, Vol. 100, No. 3,
pp.100–114.
Chase, R.B. (1981) ‘The customer contact approach to services: theoretical bases and practical
extensions’, Operations Research, Vol. 29, No. 4, pp.698–706.
104 R.L. Rajani and G.S. Heggde

Chase, R.B. (2010) ‘Revisiting ‘where does the customer fit in a service operation?’ Background
and future development of contact theory’, in Maglio, P.P., Kieliszewski, C.A. and
Spohrer, J.C. (Ed.): Handbook of Service Science, Research and Innovations in the Service
Economics, Springer, USA.
Chase, R.B. and Apte, U.M. (2007) ‘A history of research in service operations: what’s the big
idea?’, Journal of Operations Management, Vol. 25, No. 2, pp.375–386.
Chase, R.B. and Aquilano, N.J. (1992) ‘Production and Operations Management: A Life-Cycle
Approach, Edition, 6. Publisher, Irwin.
Chatfield, D.C., Kim, J.G., Harrison, T.P. and Hayya, J.C. (2004) ‘The bullwhip effect – impact of
stochastic lead time, information quality, and information sharing: a simulation study’,
Production and Operations Management, Vol. 13, No. 4, pp.340–353.
Chen, F., Drezner, Z., Ryan, J.K. and Simchi-Levi, D. (2000) ‘Quantifying the bullwhip effect in a
simple supply chain: the impact of forecasting, lead times, and information’, Management
Science, Vol. 46, No. 3, pp.436–443.
Chen, F., Drezner, Z., Ryan, J.K. and Simchi-Levi, D. (1999) ‘The Bullwhip effect: managerial
Insights on the impact of forecasting and information variability in a supply chain’, Tayur, S.
et al. (Eds.): Quantitative Models for Supply Chain Management, Chap. 14, Springer Science
and Business Media, NY.
Chen, J., Sohal, A.S. and Prajogo, D.I. (2013) ‘Supply chain operational risk mitigation: a
collaborative approach’, International Journal of Production Research, Vol. 51, No. 7,
pp.2186–2199.
Chen, M., Hu, Q. and Wei, H. (2017) ‘Interaction of after-sales service provider and contract type
in a supply chain’, International Journal of Production Economics, November, Vol. 193,
pp.514–527.
Cho, D.W. and Lee, Y.H. (2013) ‘The value of information sharing in a supply chain with a
seasonal demand process’, Computers & Industrial Engineering, Vol. 65, No. 1, pp.97–108.
Choi, B. and Lee, H. (2003) ‘An empirical investigation of KM styles and their effect on corporate
performance’, Information & Management, Vol. 40, No. 5, pp.403–417.
Constantin, B., Schoenherr, T. and Eckstein, D. (2014) ‘The impact of knowledge transfer and
complexity on supply chain flexibility: a knowledge-based view’, International Journal of
Production Economics, Part B, Vol. 147, pp.307–316.
Cook, L.S., Bowen, D.E., Chase, R.B., Dasu, S., Stewart, D.M. and Tansik, D.A. (2002) ‘Human
issues in service design’, Journal of Operations Management, Vol. 20, No. 2, pp.159–174.
Costantino, F., Gravio, G.D., Shaban, A. and Tronci, M. (2013) ‘Information sharing policies based
on tokens to improve supply chain performances’, International Journal of Logistics Systems
and Management, Vol. 14, No. 2, p.133.
Costantino, F., Gravio, G.D., Shaban, A. and Tronci, M. (2014) ‘The impact of information sharing
and inventory control coordination on supply chain performances’, Computers & Industrial
Engineering, October, Vol. 76, pp.292–306.
Cova, B. and Salle, R. (2008) ‘Marketing solutions in accordance with the S-D logic: co-creating
value with customer network actors’, Industrial Marketing Management, Vol. 37, No. 3,
pp.270–277.
Croom, S.R. (2000) ‘SCM – an analytical framework for critical literature review’, European
Journal of Purchasing and Supply Management, Vol. 6, No. 1, pp.67–83.
Croson, R. and Donohue, K. (2003) ‘Impact of POS data sharing on supply chain management: an
experimental’, Production and Operations Management, Vol. 12, No. 1, pp.1–11.
Croson, R. and Donohue, K. (2006) ‘Behavioral causes of the bullwhip effect and the observed
value of inventory information’, Management Science, Vol. 52, No. 3, pp.323–336.
Croxton, K.L., Lambert, D.M., Garcia-Dastugue, S.J. and Rogers, D.S. (2002) ‘The demand
management process’, The International Journal of Logistics Management, Vol. 13, No. 2,
pp.51–66.
 Capacity management strategies in supply chains 105

Dastugue, S.J.G. and Lambert, D.M. (2003) ‘Internet-enabled coordination in the supply chain’,
Industrial Marketing Management, Vol. 32, No. 3, pp.251–263.
Davis, T. (1993) ‘Effective supply chain management’, Sloan Management Review, July, pp.35–46.
Demirkan, H. and Cheng, H.K. (2008) ‘The risk and information sharing of application services
supply chain’, European Journal of Operational Research, Vol. 187, No. 3, pp.765–784.
Disney, S.M. and Towill, D.R. (2003a) ‘On the bullwhip and inventory variance produced by an
ordering policy’, The international Journal of Management Sciences, Omega, Vol. 31, No. 3,
pp.157–167.
Disney, S.M. and Towill, D.R. (2003b) ‘Vendor-managed inventory and bullwhip reduction in a
two-level supply chain’, International Journal of Operations & Production Management,
Vol. 23, No. 6, pp.568–595.
Ernst, R. and Kamrad, B. (2000) ‘Theory and methodology evaluation of supply chain structures
through modularization and postponement’, European Journal of Operational Research,
Vol. 124, No. 3, pp.495–510.
Esper, T.L., Ellinger, A.E., Stank, T.P., Flint, D.J. and Moon, M. (2010) ‘Demand and supply
integration: a conceptual framework of value creation through knowledge management’,
Journal of Academy of marketing Sciences, Vol. 38, No. 1, pp.5–18.
Farrington, P.A., Nembhard, H.B., Sturrock, D.T. and Evans, G.W. (Eds.) (1999) ‘A simulation
model to study the dynamics in a service-oriented supply chain’, Proceedings of the 1999
Winter Simulation Conference.
Frankel, R., Goldsby, T.J. and Whipple, J.M. (2002) ‘Grocery industry collaboration in the wake of
ECR’, The International Journal of Logistics Management, Vol. 13, No. 1, pp.57–72.
Frohlich, M.T. and Westbrook, R. (2001) ‘Arcs of integration – an international study of supply
chain strategies’, Journal of Operations Management, Vol. 19, No. 2, pp.185–200.
Frohlich, M.T. and Westbrook, R. (2002) ‘Demand chain management in manufacturing and
services: web-based integration, drivers and performance’, Journal of Operations
Management, Vol. 20, pp.729–745.
Gravier, M.J. and Farris, M.T. (2008) ‘An analysis of logistics pedagogical literature: past and
future trends in curriculum, content, and pedagogy’, The International Journal of Logistics
Management, Vol. 19, No. 2, pp.233–253.
Gunasekaran, A. and Ngai, E.W.T. (2005) ‘Build-to-order supply chain management: a literature
review and framework for development’, Journal of Operations Management, Vol. 23, No. 5,
pp.423–451.
Gunasekaran, A., Lai, K.H. and Cheng, T.C.E. (2008) ‘Responsive supply chain – a competitive
strategy in networked economy’, The International Journal of Management Science, Omega,
Vol. 36, pp.549–564.
Guo, X., Ling, L., Dong, Y. and Liang, L. (2013) ‘Cooperation contract in tourism supply chains:
the optimal pricing strategy of hotels for cooperative third party strategic websites’, Annals of
Tourism Research, April, Vol. 41, pp.20–41.
Handfield, R.B. and Bechtel, C. (2002) ‘The role of trust and relationship structure in improving
supply chain responsiveness’, Industrial Marketing Management, Vol. 31, No. 4, pp.367–382.
Heckmann, I., Comes, T. and Nickel, S. (2015) ‘A critical review on supply chain risk – definition,
measure and modeling’, Omega, April, Vol. 52, pp.119–132.
Heikkilä, J. (2002) ‘From supply to demand chain management: efficiency and customer
satisfaction’, Journal of Operations Management, Vol. 20, No. 6, pp.747–767.
Helms, M.M., Ahmadi, M., Jih, W.J.K. and Ettkin, L.P. (2008) ‘Technologies in support of mass
customization strategy: exploring the linkages between e-commerce and knowledge
management’, Computers in Industry, Vol. 59, No. 4, pp.351–363.
Helms, M.M., Ettkin, L.P. and Chapman, S. (2000) ‘Supply chain forecasting – collaborative
forecasting supports supply chain management’, Business Process Management Journal,
Vol. 6, No. 5, pp.392–407.
106 R.L. Rajani and G.S. Heggde

Henkoff, R. and Sample, N. (1994) ‘Service is everybody’s business on the front line of the new
economy, service – bold, fast, imaginative, and customized – is the ultimate strategic
imperative’, Fortune, Cover Article, June, Vol. 14.
Holmström, J., Ala-Risku, T., Auramo, J., Collin, J., Eloranta, E. and Salminen, A. (2010)
‘Demand-supply chain representation: a tool for economic organizing of industrial services’,
Journal of Manufacturing Technology Management, Vol. 21, No. 3, pp.376–387.
Holmström, J., Pertu, L., Antti, V. and William, H. (2001) ‘The other end of the supply chain’,
Supply Chain Forum: An International Journal, Vol. 2, No. 1, pp.22–25.
Holweg, M. and Bicheno, J. (2002) ‘Supply chain simulation – a tool for education, enhancement
and endeavour’ International Journal of Production Economics, Vol. 78, No. 2, pp.163–175.
Hope, C. and Mühlemann, A. (1997) Service Operations Management: Strategy, Design, and
Delivery, Prentice Hall, USA.
Hou, Y., Donald P., Ynihaan, Mo. and Ingraham, P.W. (2003) ‘Capacity, management, and
performance, exploring the links’, American Review of Public Administration, Vol. 3, No. 3,
pp.295–315.
Hübner, A.H., Kuhn, H. and Sternbeck, M.G. (2011) ‘Demand and supply chain planning in
grocery retail: an operations planning framework’, International Journal of Retail and
Distribution Management.
Jallat, F. and Ancarani, F. (2008) ‘Yield management, dynamic pricing and CRM in
telecommunications’, Journal of Services Marketing, Vol. 22, No. 6, pp.465–478.
Johnston, R. (2005) ‘UPDATE: service operations management: from the roots up’, International
Journal of Operations & Production Management, Vol. 25, No. 12, pp.1298–1308.
Kaipia, R., Korhonen, H. and Hartiala, H. (2006) ‘Planning nervousness in a demand supply
network: an empirical study’, The International Journal of Logistics Management, Vol. 17,
No. 1, pp.95–113.
Kamath, V., Rodrigues, L.L.R. and Desai, P.V. (2016) ‘The significance of knowledge
management, innovation on firm performance in the Indian manufacturing sectors: an
empirical analysis’, International Journal of Business Excellence, Vol. 9, No. 2, pp.178–191.
Kandampully, J. (2000) ‘Case study – the impact of demand fluctuation on the quality of service: a
tourism industry example’, Managing Service Quality, Vol. 10, No. 1, pp.10–18.
Karpen, I.O. and Bove, L.L. (2008) ‘Linking S-D logic and marketing practice: toward a strategic
service orientation’, Otago Forum 2, Paper No. 13.
Kassarjian, H.H. (1977) ‘Content analysis in consumer research’, Journal of Consumer Research,
Vol. 4, No. 1, pp.8–18.
Kathawala, Y. and Abdou, K. (2003) ‘Supply chain evaluation in the service industry: a framework
development compared to manufacturing’, Managerial Auditing Journal, Vol. 18, No. 2,
pp.140–149.
Kim, H.J. (2017) ‘The complementary effects of transaction cost economics and resource-based
view: a technological alliance perspective’, International Journal of Business Excellence,
Vol. 13, No. 3, pp.355–376.
Klassen, K.J. and Rohleder, T.R. (2002) ‘Demand and capacity management decisions in services:
how they impact on one another’, International Journal of Operations & Production
Management, Vol. 22, No. 5, pp.527–548.
Klassen, K.J. and Rohleder, T.R. (2010) ‘Combining operations and marketing to manage capacity
and demand in services’, The Service Industries Journal, Vol. 21, No. 2, pp.1–30.
Kok, T.D., Janssen, F., Doremalen, J.V., Wachem, E.V., Clerkx, M. and Peeters, W. (2005)
‘Philips electronics synchronizes its supply chain to end the bullwhip effect’, Interfaces,
Vol. 35, No. 1, pp.37–48.
Kothandaraman, K. and Kamalanabhan, T.J. (2018) ‘People process excellence and business
outcomes – a structural equation modelling-based analysis’, International Journal of Business
Excellence, Vol. 15, No. 1, pp.1–17.
 Capacity management strategies in supply chains 107

Lee, H.L. (2001) ‘Ultimate enterprise value creation using demand-based management’, Stanford
Global Supply Chain Management Forum, SGSCMF-W1-2001.
Lee, H.L. (2002) ‘Aligning supply chain strategies with product uncertainties’, California
Management Review, Vol. 44, No. 3, pp.105–119.
Lee, H.L. and Whang, S. (2000) ‘Information sharing in a supply chain’, International Journal of
Manufacturing Technology & Management, Vol. 1, pp.79–93.
Lee, H.L. and Whang, S. (2001) ‘E-business and supply chain integration’, Stanford Global SCM
Forum – W2.
Lee, H.L., Padmanabhan, V. and Whang, S. (1997) ‘Information distortion in a supply chain: the
bullwhip effect’, Management Science, Vol. 43, No. 4, p.546.
Lee, K.S. and Ng, I.C.L. (2001) ‘Advanced sale of service capacities: a theoretical analysis of the
impact of price sensitivity on pricing and capacity allocations’, Journal of Business Research,
Vol. 54, No. 3, pp.219–225.
Leech, D.P., Link, A.N., Scott, J.P. and Reed, L.S. (1998) ‘TASC Inc – The Economics of a
Technology-Focused Services Sector, A Planning Report for NIST.
Leishman, J., Robison, R. Rogers, C., Zarbock, S. (2005) ‘Bullwhip Effect’ BUSM, Vol.361, Sec 2.
Li, S., Nathan, B. R., Ragunathan, T. S., Subbarao, S., (2006) ‘The impact of supply chain
management practices on competitive advantage and organizational performance,’ The
International Journal of Management Science, Omega, Vol. 34, pp.107–124.
Lim, D. and Palvia, P. (2001) ‘EDI in strategic supply chain: impact on customer service’,
International Journal of Information Management, Vol. 21, No. 3, pp.193–211.
Liu, S., Moizer, J., Megicks, P., Kasturiratne, D. and Jayawickrama, U. (2014) ‘A knowledge chain
management framework to support integrated decisions in global supply chains’, Production
Planning & Control, Vol. 25, No. 8, pp.639–649.
Lovelock, C.H. (1983) ‘Classifying services to gain strategic marketing insights’, Journal of
Marketing, Vol. 47, No. 3, pp.9–20.
Márcio, A.T.T., Scavarda, L.F., Pires, S.R.I., Ceryno, P.A. and Katja, K.N. (2014) ‘A multi-tier
study on supply chain flexibility in the automotive industry’, International Journal of
Production Economics, July, Vol. 158, pp.91–105.
Macpherson, A. and Holt, R. (2007) ‘Knowledge, learning and small firm growth: a systematic
review of the evidence’, Research Policy, Vol. 36, No. 2, pp.172–192.
Metters, R. and Vargas, V. (2000) ‘A typology of de-coupling strategies in mixed services’,
Journal of Operations Management, Vol. 18, No. 6, pp.663–682.
Mohammed, I.R., Shankar, R. and Banwet, D.K. (2008) ‘Creating flex-lean-agile value chain by
outsourcing: an ISM-based interventional roadmap’, Business Process Management Journal,
Vol. 14, No. 3, pp.338–389.
More, E. and McGrath, M. (2002),’An Australian case in e-health communication and change’,
Journal of Management Development, Vol. 21, No. 8, pp.621–632.
Moreau, A.D. (1999) ‘Waiting for service: ten years of empirical research’, International Journal
of Service Industry Management, Vol. 10, No. 2, pp.171–189.
Moyaux, T., Chaib-draa, B. and D’Amour, S. (2007) ‘Information sharing as a coordination
mechanism for reducing the bullwhip effect in a supply chain’, IEEE Transactions on Systems,
Man and Cybernetics – Part C: Applications and Rev.
Murdick, R.G., Render, B. and Russell, R.S. (1990) Service Operations Management, Operations
Management Series, Allyn and Bacon, Boston, Massachusetts, USA.
Narayana, S.A., Pati, R.K. and Vrat, P. (2014) ‘Managerial research on the pharmaceutical supply
chain – a critical review and some insights for future directions’, Journal of Purchasing and
Supply Management, Vol. 20, No. 1, pp.18–40.
Nath, V., Sheel, A. and Singh, Y.P. (2019) ‘IT flexibility and downstream petroleum supply chain
performance’, International Journal of Business Excellence, DOI: 10.1504/IJBEX.2019.
10016447.
108 R.L. Rajani and G.S. Heggde

Netessine, S., Dobson, G. and Shumsky, R.A. (2002) ‘Flexible service capacity; optimal investment
and the impact of demand correlation’, Operations Research, Vol. 50, No. 2, pp.375–388.
Ng, I.C.L., Wirtz, J. and Lee, K.S. (1999) ‘The strategic role of unused service capacity’,
International Journal of Service Industry Management, Vol. 10, No. 2, pp.211–244.
Nicholson, L., Vakharia, A.J. and Erengu, S.S. (2004) ‘Outsourcing inventory management
decisions in healthcare: models and application’, European Journal of Operational Research,
Vol. 154, No. 1, pp.271–290.
Noor, M.N.M. and Pitt, M. (2009) ‘The application of supply chain management and collaborative
innovation in the delivery of facilities management services’, Journal of Facilities
Management, Vol. 7, No. 4, pp.283–297.
Oliva, R. (2001) ‘Tradeoffs in response to the work pressure in services industry’, California
Management Review, Vol. 43, No. 4, pp.26–43.
Oliva, R. and Sterman, J.D. (2001) ‘Cutting corners and working overtime: quality erosion in the
service industry’, Management Science, Vol. 47, No. 7, pp.894–914.
Paton, R.A. and McLaughlin, S. (2008) ‘Services innovation: knowledge transfer and the supply
chain’, European Management Journal, Vol. 26, No. 2, pp.77–83.
Perdikaki, O., Kostamis, D. and Swaminathan, J.M. (2016) ‘Timing of service investments for
retailers under competition and demand uncertainty’, European Journal of Operational
Research, Vol. 254, No. 1, pp.188–201.
Peters, L. and Saidin, H. (2000) ‘IT and the mass customization of services: the challenge of
implementation’, International Journal of Information Management, Vol. 20, No. 2,
pp.103–119.
Petroni, A., Zammori, F. and Marolla, G. (2017) ‘World class manufacturing in make-to-order
batch-production SMEs: an exploratory analysis in northern Italy’, International Journal of
Business Excellence, Vol. 11, No. 2, pp.241–275.
Pettit, T.J., Croxton, K.L. and Fiksel, J. (2013) ‘Ensuring supply chain resilience: development and
implementation of an assessment tool’, Journal of Business Logistics, Vol. 34, No. 1,
pp.46–76.
Pilkington, A. and Chai, K.H. (2008) ‘Research themes, concepts and relationships – a study of
International Journal of Service Industry Management (1990–2005)’, International Journal of
Service Industry Management, Vol. 19, No. 1, pp.83–110.
Pittaway, L., Robertson, M., Munir, K., Denyer, D. and Neely, A. (2004) ‘Networking and
innovation: a systematic review of the evidence’, International Journal of Management
Reviews, Vols. 5–6, Nos. 3–4, pp.137–168.
Prajogo, D.I. (2006) ‘The implementation of operations management techniques in service
organisations – an Australian perspective’, International Journal of Operations & Production
Management, Vol. 26, No. 12, pp.1374–1390.
Rathmell, J.M. (1966) ‘What is meant by services?’, Journal of Marketing, October, Vol. 30,
pp.32–36.
Renner, C. and Palmer, E. (1999) ‘Outsourcing to increase service capacity in a New Zealand
hospital’, Journal of Management in Medicine, Vol. 13, No. 5, pp.325–338.
Rossetti, H.C., Lacritz, L.H., Cullum, C.M. and Weiner, M.F. (2011) ‘Normative data for the
montreal cognitive assessment (MoCA) in a population-based sample’, Neurology, Vol. 7,
No. 13, pp.1272-1275.
Sahay, B.S., Gupta, J.N.D. and Mohan, R. (2006), ‘Managing supply chains for competitiveness:
the Indian scenario’, Supply Chain Management: An International Journal, Vol. 11, No. 1,
pp.15–24.
Sahin, F. and Robinson, E.P. (2002) ‘Flow coordination and information sharing in supply chains;
review, implications, and directions for future research’, Decision Sciences, Vol. 33, No. 4,
pp.505–536.
 Capacity management strategies in supply chains 109

Sahu, A.K., Sahu, S.K., Datta, S. and Mahapatra, S.S. (2015) ‘Supply chain flexibility assessment
and decision-making: a fuzzy intelligent approach’, International Journal of Business
Excellence, Vol. 8, No. 6, pp.675–699.
Salehzadeh, R., Pool, J.K., Mohseni, A.M. and Tahani, G. (2017) ‘The role of knowledge sharing
and organizational agility’, International Journal of Business Excellence, Vol. 11, No. 3,
pp.344–356.
Sampson, S.E. (2000) ‘Customer-supplier duality and bidirectional supply chains in service
organizations’, International Journal of Service Industry Management, Vol. 11, No. 4,
pp.348–364.
Savaskan, R.C., Bhattacharya, S. and Wassenhove, L.N.V. (2004) ‘Closed-loop supply chain
models with product remanufacturing’, Management Science, Vol. 50, No. 2, pp.239–252.
Savin, S.V., Cohen, M.A., Gans, N. and Katalan, Z. (2005) ‘Capacity management in rental
businesses with two customer bases’, Operations Research, Vol. 53, No. 4, pp.617–631.
Seetharaman, A., Khatibi, A.A. and Ting, W.S. (2004) ‘Vendor development and control: its
linkage with demand chain’, International Journal of Physical Distribution & Logistics
Management, Vol. 34, No. 3, pp.269–285.
Seuring, S. and Muller, M. (2008) ‘From a literature review to a conceptual framework for
sustainable SCM’, Journal of Cleaner Production, Vol. 16, No. 15, pp.1699–1710.
Shemwell, D.J. and Cronin, J. (1994) ‘Services marketing strategies for coping with demand/supply
imbalances’, Journal of Services Marketing, Vol. 8, No. 4, pp.14–24.
Sheu, J.B. (2010) ‘Dynamic relief-demand management for emergency logistics operations under
large-scale disasters’, Transportation Research Part E, Vol. 46, No. 1, pp.1–17.
Shugan, S.M. (2002) ‘Service marketing and management: capacity as a strategic marketing
variable’, in Wensley, R. and Weitz, B. (Eds.): Handbook of Marketing, Chap. 19,
pp.484–512, Sage Publications, Thousand Oaks, London, ISBN: 0761956824.
Shukla, R.K., Garg, D. and Agarwal, A. (2018) ‘Modelling supply chain coordination for
performance improvement using analytical network process-based approach’, International
Journal of Business Excellence, Vol. 14, No. 1, pp.18–48.
Shumsky, R.A. and Zhang, F. (2009) ‘Dynamic capacity management with substitution’,
Operations Research, Vol. 57, No. 3, pp.671–684.
Sigala, M. (2013) ‘Customer involvement in sustainable supply chain management: a research
framework and implications in tourism’, Cornell Hospitality Quarterly, Vol. 20, No. 10,
pp.1–13.
Simatupang, T.M. and Sridharan, R., (2002) ‘The collaborative supply chain’, The International
Journal of Logistics Management, Vol. 13, No. 1, pp.15–30.
Singh, J. (1996) ‘The importance of information flow within the supply chain’, Logistics
Information Management, Vol. 9, No. 4, pp.28–30.
Stadtler, H. (2000) Supply Chain Management – An Overview, Stadtler, H., Kilger, C. and Meyr, H.
(Eds.), Springer-Verlag Berlin Heidelberg.
Stank, T.P., Daugherty, P.J. and Autry, C.W. (1999) ‘Collaborative planning: supporting automatic
replenishment programs’, Supply Chain Management: An International Journal, Vol. 4, No. 2,
pp.75–85.
Strandvik, T., Holmlund, M. and Edvardsson, B. (2012) ‘Customer needing: a challenge for the
seller offering’, Journal of Business and Industrial Marketing, Vol. 27, No. 2, pp.132–141.
Tan, K.C. (2002) ‘Supply chain management: practices, concerns, and performance issues’,
Journal of Supply Chain Management, Vol. 38, No. 4, pp.42–53.
Teimouri, H., Jenab, K. and LaFevor, K. (2018) ‘Analysing the relationship between organisational
strategies and effectiveness of human capital management practices’, International Journal of
Business Excellence, Vol. 16, No. 3, pp.304–323.
110 R.L. Rajani and G.S. Heggde

Tokman, M. and Beitelspacher, L.S. (2011) ‘Supply chain networks and service-dominant logic:
suggestions for future research’, International Journal of Physical Distribution & Logistics
Management, Vol. 41, No. 7, pp.717–726.
Towers, N.S. and Pratten, J. (2003) ‘Stock control and supplier relationships at the local pub in a
market town: A case study investigation into effective demand management’, British Food
Journal, Vol. 105, No. 9, pp.591–601.
Towill, D.R. (1992) ‘Supply chain dynamics-the change engineering challenge of the mid 1990s’,
Proceedings of Institution of Mechanical Engineers, Vol. 206.
Towill, D.R. and McCullen, P. (1999) ‘The Impact of agile manufacturing on supply chain
dynamics’, The International Journal of Logistics Management, Vol. 10, No. 1, pp.83–96.
Tranfield, D., Denyer, D. and Smart, P. (2003) ‘Towards a methodology for developing evidence:
informed management knowledge by means of systematic review’, British Journal of
Management, Vol. 14, No. 3, pp.207–222
Vickery, S.K., Jayaram, J., Droge, C. and Calantone, R. (2003) ‘The effects of an integrative supply
chain strategy on customer service and financial performance: an analysis of direct versus
indirect relationships’, Journal of Operations Management, Vol. 21, No. 5, pp.523–539.
Viswanadham, N., Desai, V. and Gaonkar, R. (2005) ‘Bullwhip effect in integrated manufacturing
and service networks’, Proceedings of the 2005 IEEE International Conference on Robotics
and Automation, Barcelona, Spain.
Voss, M.D., Calantone, R.J. and Keller, S.B. (2005) ‘Internal service quality: determinants of
distribution center performance’, International Journal of Physical Distribution & Logistics
Management, Vol. 35, No. 3, pp.161–176.
Waart, D.D. and Kemper, S. (2004) ‘Five steps to services supply chain excellence supply chain
connection’, Newsletter of the Stanford Global SCM, Vol. 10, No. 4, pp.1–8.
Wang, Y., Wallace, S.W., Shen, B. and Choi, T.M. (2015) ‘Service supply chain management: a
review of operational models’, European Journal of Operational Research, Vol. 247, No. 3,
pp.685–698.
Warburton, R.D.H. (2004) ‘An analytical investigation of the bullwhip effect’, Production and
Operations Management, Vol. 13, No. 2, pp.150–160.
White, R.E. and Pearson, J.N. (2001) ‘JIT, system integration and customer service’, International
Journal of Physical Distribution & Logistics Management, Vol. 31, No. 5, pp.313–333.
Wilding, R. (1998) ‘Supply chain complexity triangle – uncertainty generation in the supply chain’,
International Journal of Physical Distribution and Logistics Management, Vol. 28, No. 8,
pp599–616.
Wouters, M.J.F., Sharman, G.J. and Wortmann, H.C. (1999) ‘Reconstructing the sales and
fulfillment cycle to create supply chain differentiation’, The International Journal of Logistics
Management, Vol. 10, No. 2, pp.83–98.
Wu, D.Y. and Katok, E. (2006) ‘Learning, communication, and the bullwhip effect’, Journal of
Operations Management, Vol. 24, No. 6, pp.839–850.
Youssef, M.A., Youssef, E.M. and Motwani, J.G. (2015) ‘A structural equation model for
measuring the JIT intensity and its impact on manufacturing flexibility’, International Journal
of Business Excellence, Vol. 8, No. 3, pp.324–356.
Yu, M.C. and Goh, M. (2014) ‘A multi-objective approach to supply chain visibility and risk’,
European Journal of Operational Research, Vol. 233, No. 1, pp.125–130.
Zeithaml, V.A., Parasuraman, A. and Berry, L.L. (1985) ‘Problems and strategies in services
marketing’, Journal of Marketing, Vol. 49, No. 2, pp.33–46.
Zhao, L., Huo, B., Sun, L. and Zhao, X. (2013) ‘The impact of supply chain risk on supply chain
integration’, Supply Chain Management: An International Journal, Vol. 18, No. 2,
pp.115–131.
 Table A1
Elements
Annexure

exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP

Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Afolayan et al. (2016) Eu S G Y Y Y Y Ch YNNNN YYYYYYYYYYY
chains

Agarwal et al. (2006) As M P Y Y Y Y Ch YNNNN YYNNYYNNNNY

Andersen and Morris (2000) Am M S Y Y N N Ch YYYY YNN YNN YNNNN YNYNNNYNNNN
Anderson et al (1995) Am M P Y Y Y Y Ch YYYY YNNNN
Andersen and Morris (2000) Am M S Y Y Y N Ch YYYY YNNNN NNNYNNNYNNN
Ang and Straub (1998) Am S S Y Y Y N WNW NNNNNNNYNN YNNNNNNNNNN
Auramo and Ala-risku Eu CB P Y Y Y Y Ch YNNNN NYNNNNNNNNY
(2005)
Avery and Swafford (2009) Am Cs S Y Y Y Y WNW YNNNN NNNNNYNNN YYYNNNNNNNN
Bai et al. (2008) Tc M P Y Y N N Ch YYYY YNNNN YYYYYYYYYYY YNNN
Baramichai et al. (2007) UK CB P Y Y Y N UNW YNY NNNNNNNYYN NNYYNNNNNNN
Barve (2010) As Cs P Y Y Y Y Ch YNNNN NNNNNNNYNN NYNNYYYNNNN YYYYY NNNN
Bayraktar et al. (2008) Eu M G Y Y N N WNW YYYY YNNNN
Bharti et al. (2018) Tc L G Y Y Y Y DNW NNNNNNNNNY NNNNNYNNNN
Bhattacharya and Tc L G Y Y N N WNW YYYY YYY YYY YYNNN
Bandyopadhyay (2011)
Bolumole (2003) Tc Cs P Y Y Y N DNW NNNNNNNNYN YYYYNNNNNNN
Boone and Ganeshan (2001) Am M S Y Y Y Y Ch YYNNN NNYNNNNNNNN
Bray and Mendelson (2012) Am S G Y Y N N Ch YYYY YNNNN YNNNNNNNNNN NYNN
Capacity management strategies in supply chains

Buchmeister and Palcic Eu M P Y Y N N Ch YYYY YYY YYY YNNNN YNYNNNYNNNN YNYN

(2008)
Butner (2010) Tc S G Y Y Y Y Ch YNNNN NNNNNYNNN YNNNNNNNNNN YNNN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
111
 112

Table A1
Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Cachon and Lariviere (1999) Am M P Y Y N Y Ch YYYY YNNNN NNNNNNYNNNN NNYN
Cachon and Fisher (2000) Am CB P Y Y N N Ch YYYY YNNNN YNNYNNNNNNN
Cachon et al. (2007) Am S P Y Y N N Ch YYYY YNNNN
Caridi et al. (2010) Tc L P Y Y N N DNW YNNNN
Carlsson and Fuller (2000) Eu M P Y Y N N D YYYY YNNNN YNNNNNYNNNN YNNN
Chandra and Kumar (2000) Tc Cs P Y Y N N Ch YNNNN
chains (continued)

Chase (1981) Tc Cs S Y Y Y Y D NNNNNYNNN

Chase (2010) Am Cs S Y Y Y Y Ch NNNNNYNNN
Chatfield et al. (2004) Am M P Y Y Y Y Ch YYYY YNNNN NNYNNNNNNNN
Chen et al. (1999) Tc M P Y Y N N Ch YYYY YNNNN NNYNNNNNNNN
R.L. Rajani and G.S. Heggde

Chen et al. (2000) Tc M P Y Y N N Ch YYYY YNNNN

Chen et al. (2017) Tc M G Y Y Y N Ch YYYY NNNNNNNNNNY NNYN
Choi and Lee (2003) As S G N Y N Y Ch YYNNN YYYY
Cook et al. (2002) Am S S Y Y Y Y Ch NNNNNYNNN YYYYN
Costantino et al. (2013) Eu M P Y Y Y N Ch YYYY YNNNN YNNNNNNNNNN YNNN
Costantino et al. (2014) Eu M P Y Y N N Ch YYYY YNNNN YNNNNNNNNNN
Cova and Salle (2008) Eu Cs G Y Y Y Y WNW NNNNNYNNN
Croson and Donohue (2003) Tc M P Y Y N N WNW YYYY YNNNN YNYNNNNNNNN YNNN
Croson and Donohue (2006) Tc M P Y Y N N Ch YYYY YYY YNNNN YNNNNNNNNNN YNNN
Croxton et al. (2002) Tc Cs G Y Y N N WNW YNNNN NNNNYYYNNNN YNNN
Dastugue and Lambert Am Cs P Y Y Y N Ch YNNNN YNNNNNNNNNN
(2003)
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
 Table A1
Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Davis (1993) Am CB P Y Y Y N Ch YYYY YYY YYY YNNNN
Demirkan and Cheng (2008) Am M S Y Y Y N Ch NYN YNNNN NNNNNNYNNNN NNYN
Disney and Towill (2003a) UK M P Y Y N N Ch YYYY YNNNN YNYNNNYNNNN YNYN
Disney and Towill (2003b) Am M P Y Y Y N Ch YYYY YNNNN
Ernst and Kamrad (2000) Am D P Y Y Y N Ch NNNNNNNYNN YNNNNNNNNNN
Esper et al. (2010) Am Cs P Y Y N Y WNW YNNNN NNNNNYNNN
chains (continued)

Farrington et al. (1999) Am CB S Y Y N N Ch YYNN YYYYYYYYYY YYYYY YYYYYYYYY YNYYNNNNNNN

Frankel et al. (2002) Am Cs P Y Y N N Ch YNNNN
Frohlich and Westbrook Tc S P Y Y Y Y Ch NNY NNNNNNYNNN YYYYYYYYYYN
(2001)
Frohlich and Westbrook Eu S G Y Y N N Ch YNNNN
(2002)
Gunasekaran and Ngai Tc L G Y Y N N Ch YNNNN NNNNNNNYYN NNNNNYNNN NNNYYYNNNNN
(2005)
Gunasekaran et al. (2008) Am CB P Y Y Y Y WNW NNNNNNNYYN NNNNNYNNN NNNYYYNNNNN
Guo et al. (2013) As M S Y Y Y N Ch YNNNN NNNNNNNYNN
Handfield and Bechtel Tc S P Y Y Y Y Ch YNNNN NNNNNNNYNN NNYNNNNNN NNNYNNNNNNN
(2002)
Heikkilä (2002) Eu CB P Y Y Y Y Ch YNNNN YYYYYYYYYYY YYYYY
Capacity management strategies in supply chains

Helms et al. (2000) Tc Cs G Y Y Y N Ch YYYY YNNNN

Helms et al. (2008) Am S P Y Y Y Y Ch YNNNN NNNNNYNNN
Holmström et al. (2001) Eu CB S Y Y Y N Ch NNNNNNNYNN
Holmström et al. (2010) Tc Cs G Y Y Y N DNW NNYY NNNNNNNYYN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
113
 114

Table A1
Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Holweg and Bicheno (2002) Eu M P Y Y N N UNW YYYY YNNNN YNNNNNNNNNY
Hou et al. (2003) Am S S Y Y N N Ch YYY YYNNN NYYY
Hübner et al. (2011) Eu Cs P Y Y Y Y Ch YYYNNNNNYNN
Jallat and Ancarani (2008) Eu CB S Y Y N N DNW YYNN YYY YNNNN YYNN
Kaipia et al. (2006) Eu CB P Y Y Y N Ch YYYY YNNNN
Kamath et al. (2016) As S P Y Y Y Y WNW YNNNN YYYYYYYYYYY YYYYY YYYY
chains (continued)

Kandampully (2000) Tc CB S Y Y N N Ch YYYY NYY NYNNNNNNNNY NNNYY

Karpen and Bove (2008) Tc Cs S Y Y Y Y DNW YNNNN NNNNNNNYYN NNNNNYNNN YYYYYYYYYYY
Kathawala and Abdou Am Cs S Y Y N N Ch YYY YYN YNNNN
(2003)
R.L. Rajani and G.S. Heggde

Kim (2017) As S P Y Y Y Y Ch YNNNN NNNNNNNYYN YYYY

Klassen and Rohleder Tc M S Y Y N N WNW YYNNN NNNNNYNNN NYNN
(2002)
Klassen and Rohleder Am S S Y Y N N Ch YYYYYY YYYYYYYYYN YYYYY YYYYYYYYY
(2010)
Kok et al. (2005) Eu M P Y Y N N D YYYN YNNNN YYYYNNNNNNY
Kothandaraman and
Kamalanabhan (2018)
Lee et al. (1997) Am M P Y Y Y N Ch YYYY YNNNN YNYNNNYNNNN YNYN
Lee and Whang (2000) Tc M G Y Y N N Ch YYYY YNNNN
Lee and Whang (2001) Am CB P Y Y Y Y Ch YNNNN YNNNNNNNNNN NYYN
Lee (2001) Am CB P Y N N N WNW YYYY YYY NNYNN YNNNNNNNNNN NYYN
Lee (2002) Am CB P Y Y N N Ch YYYY YNNNN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
 Table A1

Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Lee and Ng (2001) Tc M S Y Y N N DNW NNNNNYNNYN NNNNNNNYNNN NNYN
Leishman et al. (2005) Am M P Y Y N N Ch YYYY YNNNN YNYNNNYNNNN YNYN
Li et al. (2006) Am S P Y Y Y N Ch YYYY YYY YYY NNNNYNNNNN NNNNNYNNN YYYYYYYYYYY YYYY
Lim and Palvia (2001) Am S P Y Y Y N Ch YNNNN NNNNYYNYNNN
Márcio et al. (2014) Am CB G Y Y N N Ch NNNNNNNYYN NNYYYYNYNNN
chains (continued)

Metters and Vargas (2000) Am CB S Y Y N N WNW NYNNNNNNNN

Mohammed et al. (2008) Tc L P Y Y Y N Ch NNNNNNNYYN NNNNYYNNNNN
More and McGrath (2002) Au S S Y Y Y N WNW YYNNN
Moreau (1999) Eu L S Y Y N N Ch NNNNN
Moyaux et al. (2007) Am M P Y Y N N D YYYY YNNNN YNNNNNNNNNY
Nath et al. (2019) As S G Y Y Y N Ch YYYY YNNNN YYYYNNNNNNY YYYY
Netessine et al. (2002) Tc M S Y Y N N Ch YYNN NNNNNYNNNN
Ng et al. (1999) As CB S Y Y N N WNW NNNYNNNNN YYNNNNNYNNY YYYYY NYYY
Nicholson et al. (2004) Am M S Y Y Y N Ch YNN YYY NNNNNNNYNN YYYYNNNNNNY
Noor and Pitt (2009) Tc Cs S Y Y Y Y Ch NNNNNNNYNN YYYYNNNNNNN
Oliva and Sterman (2001) Am S S Y Y N N Ch NYY YNNYN NYNNNNNNNNN
Oliva (2001) Eu M S Y Y N N Ch NYY YNNYN NYNNNNNNNNN
Capacity management strategies in supply chains

Paton and Mclaughlin Eu Cs S Y Y N Y WNW

(2008)
Perdikaki et al. (2016) Eu M G Y Y Y N D YYYY YYYYY YYYYYYYYYYY YNYN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
115
 116

Table A1

Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Peters and Saidin (2000) As CB S Y Y Y Y Ch NYNNN NNYNNNNNN
Prajogo (2006) Au S S Y Y Y N WNW NNNNNYNNN NYYNNNNNNNY
Renner and Palmer (1999) Au CB S Y Y Y N DNW NNNNNNNYYN NNYYNNYYNNN YNNN
Sahay et al. (2006) As S G Y Y N N Ch NNNNNNNYNN
Sahin and Robinson (2002) Am Cs P Y Y N N WNW YNNNN
chains (continued)

Salehzadeh et al. (2017) Af S G N Y Y Y Ch YNNNN YYYYYYYYYYY YYYYY YYYY

Sampson (2000) Tc Cs S Y Y Y Y D YYN YNNNN NNNNNNNNNY NNNNNYYYY
Savaskan et al. (2004) Am M P Y Y Y N Ch NNNNNNNYNN NNYN
Savin et al. (2005) Am M G Y Y N N Ch YNY YNNNN YNNNNNNNNNN NYYN
R.L. Rajani and G.S. Heggde

Seetharaman et al. (2004) Tc Cs P Y Y Y Y UNW NYNNN

Shemwell and Cronin (1994) Am Cs S Y Y Y Y Ch YYYY NYNNN NNNNYYYYYN NNNYY YNYYYNNNY
Sheu (2010) As M P Y Y Y N DNW YNNNN
Shugan (2002) Am Cs S Y Y Y Y Ch YNY YYY NNNNNYNNN YYNNNNYNNNY
Shukla et al. (2018) As M G Y Y Y Y WNW YYYY YYY YNNNN YYYYYYYYYYY
Shumsky and Zhang (2009) Am M G Y Y N N Ch YNNNN
Sigala (2013) Tc Cs S Y Y Y N Ch NNNNNYNNN
Simatupang and Sridharan Tc Cs G Y Y N N Ch YYYY YNNNN NNNNNYNNN YYYYYYYYYYY
(2002)
Singh (1996) Eu CB P Y Y N N Ch YYNN NYN YNNNN NYYYNNNYNNY YYYYY
Stadtler (2000) Tc Cs P Y Y N N Ch YNNNN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
View publication stats
Table A1

Elements
exchanged Ch_Dvar Ch_Cap Ch_Qual ST_PI ST_Cap_ST R_CS R_FP
Reference Reg RM Ty LOA ST_Cap (1–10) ST_Cap_L (1–10) R_SP (1–11)
(1–4) (1–3) (1–3) (1–5) (1–5) (1–5) (1–4)
A I R K
Stank et al. (1999) Am S P Y Y Y Y Ch YYYY YNNNN YYYYYYYYYYY
Strandvik et al. (2012) Tc CB G Y Y Y N D NNNNNYNNN
Tan (2002) Am S P Y Y N N Ch NNNNNNNYNN YYYYYYYYYYY
Tokman and Beitelspacher Tc Cs G Y Y Y Y WNW YYNNN NNNNNNNNNNY
chains (continued)

(2011)
Towers and Pratten (2003) Eu Cs S Y Y Y N UNW YYYN YNN YNNNN NYNNNNNNNNY
Towill (1992) Eu M G Y Y N N Ch YYYY YNNNN
Towill and McCullen (1999) Tc CB P Y Y N N Ch YYYY YNNNNNYNNNN YNNN
Vickery et al. (2003) Am S P Y Y N N Ch YYYY YNN YYY YNNNN NNNNNYNNN YYYYY YYYY
Viswanadham et al. (2005) As M G Y Y Y Y WNW YYYY YNNNN NNYN
Voss et al. (2005) Am S G Y Y N N DNW YYNNN NYNNNNNNNN YYYYYYYYYYY YYYY
Waart and Kemper (2004) Am Cs S Y Y N N Ch YNNNN YYYYY NYYN
Warburton (2004) Am M P Y Y N N Ch YYYY YNNNN NNNNNNYNNNN
White and Pearson (2001) Tc L G Y Y N N Ch YNNNN YYYYYYYYYYY
Wilding (1998) Eu M P Y Y N N UNW YYYY YNNNN YNYYNNNNNNN
Wouters et al. (1999) Eu Cs P Y Y Y N Ch NNNNNNNYNN
Wu and Katok (2006) Am S P Y Y N Y UNW YYYY YYNNN NNYNNYNNN YNNNNNYNNNN YNNN
Capacity management strategies in supply chains

Zhao et al. (2013) As S P Y Y Y Y Ch YYYY YYY YYY NYNNN NNNNNNNYYN NNYNNYNNN YYYYYYYYYYY YYYYY YYYY
Zeithaml et al. (1985) Am S S Y Y Y Y Ch NYYYY YYYYNNNYNN NNNYN YNNNYNNNN
Notes: Regions: Americas, Asia, Africa, Australia, Europe, the UK, and Tc (trans-continental).
Research methodology (RM): CB – case-based study, M – mathematical modelling/secondary data, S – survey-based, L – literature review, and Cs – conceptual study.
Terminology (Ty): P – products, S – services, G – generic.
Elements of exchange (EOE) – A – assets, I – information, R – relationships, K – knowledge.
Level of analysis (LOA): D – Dyad, Ch – chain, UNW/DNW/WNW – upstream/downstream/whole network.
SCRs: Ch_Dvar (demand variability); Ch_Cap (delivery capacity); Ch_Qual (delivery quality).
CMS strategies: ST_PI (planning and information sharing), ST_Cap (capacity augmentation during peak), ST_Cap_ST (capacity augmentation during short-term peaks), ST_Cap_L (capacity
utilisation during lean periods).
Results: R_SP (SC competitive performance), R_CS (customer satisfaction), R_FP (financial performance).
Extract of the data collated on literature review of demand management in supply
117