《Supply chain management:an International Journal》

特邀编辑: Dr. Vikas Kumar, Dr. MarleneAmorim, Dr. Arijit Bhattacharya, Dr. Jose Arturo Garza-Reyes, Prof. NicholasO'Regan

背景和动机：

全球化的企业及其复杂的供应链管理在生产流和顾客与服务提供商之间的流动中面临着新的挑战。管理反向交换在削减成本、提高销售绩效方面尤其重要，从而对一个组织的利润率有着积极影响(Jayaraman,2007; Xie and Breen, 2012)。逆向供应链管理致力于为管理者在返回产品再生价值过程中（例如选定产品模块或部件的修复或再利用）提供高效的方法，已经被公认为制造中的战略运营能力(Fleischmannet al., 2005)。然而，它的目标很大程度上已经超出了成本最小化问题。今天这个领域也需要解决与顾客和提供商之间的生产流有关的环境问题(Fine-man,1997; Van Hoek 1999; Ritchie et al. 2000; Xie and Breen, 2012)。因此，有效解决客户退货的能力可以显著提高客户满意度和忠诚度，从而提供创造价值的关键机会(Blackburnet al. 2004; Mollenkopf et al. 2011)。

尽管供应链理论和实证研究丰富，但服务供应链中反向交换的管理研究却十分稀缺(Hoet al. 2002; Giannakis, 2011)。这一研究差距很大程度上是主导范式的结果，因为其确定服务供应链的一个重要特色是没有实体产品流动，因而产生了错误的观念认为在服务中没有退货(Ellramet al. 2004)。运营管理文献将服务界定为涉及给顾客和提供商间交换的双向链(Stuart1997; Sampson 2000)，尤其突出了顾客对生产系统的大量可持续交换输入，如信息，原材料等(Lovelock1983; Sampson and Froehle 2006)。服务生产系统需要处理几种类型的反向交换，例如，给定服务条款的关系需要被终止或打断，提供商或许需要让顾客返还某种辅助物品，也就是用于支持交付操作的任何材料或物品，如银行服务的信用卡和借记卡以及电信设备(Roth and Menor 2003)。这种终止也需要提供商处理需要从提供商返还给顾客的交换。这些提供商-顾客之间的交换由于服务生产的一些具体特征带来了新的挑战。当提供商完成输入后进入服务生产系统，如果返还顾客失败会显著影响客户满意度和忠诚度。另外，已经被使用过的服务提供商的资源不用于下一个顾客。这经常会限制恢复提供商的生产资源并在新服务中再使用的能力。

特刊手稿的特点：

《Supplychain management: an International Journal》关于本供应链管理特刊：旨在协同服务供应链的反向交换管理及其影响的国际杂志。受邀论文为服务供应链范围。我们欢迎现实世界的应用程序和商业模式，包括处理服务供应链反向交换的公司案例研究。服务供应链的反向交换管理的实用、新颖、独特的贡献研究应具有但不局限于下列特点：
•对已经报道的服务行业应用的贡献提出综合观点的先进评论和调查。这种研究必须从本质上识别潜在的研究方向；
•服务反向交换管理中成本最小化和风险最小化的业务卓越模型；
•通过技术或服务创新鉴定和解决反向交换问题的方案；
•通过有效处理反向交换问题发展可持续供应链；
• 管理服务供应链设计和运作中的反向交换的标准化方法；
• 源自服务供应链流程的数据采集程序，数据格式和排序，建立数据库以便于反向交换的管理和运作，以实现可持续服务供应链；

手稿范围：
论文提出的新颖和原创研究未被发表或未被其他任何期刊考虑发表。论文范围包括但不局限于下面的实际的研究主题：

•服务供应链中的反向交换挑战；

• 关于新的或现有模型适应反向服务交换能力的评估；
•服务反向交换管理的业务流程改造；

•管理服务反向交换所产生的新商业模式发展的创业机会；
• 服务供应链中的技术和服务创新及其应用；
•服务价值共同创造（通过退货创造价值）；
• 可持续服务供应链；;
• 反向交换影响客户满意度和客户忠诚度；

•协调外包/分包和逆向流的管理；

•反向交换管理中的风险和担保；

• 在特定服务领域的反向交换管理（例如，医疗保健，电信业等）；

• 反向交换服务供应链中的弹性和弱点；
时间范围（暂定）：
征文：2013年12月15日

终稿提交：2014年10月15日

审稿通知：2015年2月15日

修改后的手稿截止日期：2015年5月15日

最后的手稿提交出版社：2015年7月15日

论文提交：

供应链管理特刊的提交使用在线投审稿系统，网上提交系统和同行评审系统。可以通过以下网址注册和访问http://mc.manuscriptcentral.com/scm

特刊特邀编辑：

Dr Vikas Kumar (客座主编)
布里斯托商学院, 西英格兰大学, 英国
Email:Vikas.Kumar@uwe.ac.uk

Dr Marlene Amorim
葡萄牙阿威罗大学, 葡萄牙
Email:mamorim@ua.pt

Dr. Arijit Bhattacharya
都柏林城市大学商学院, 爱尔兰
Email: arijit.bhattacharya@dcu.ie

Dr. Jose ArturoGarza-Reyes
供应链改进中心, 德比大学, 英国
Email: J.Reyes@derby.ac.uk

Prof. Nicholas O’Regan
布里斯托商学院，西英格兰大学，英国
Email: Nicholas.O'Regan@uwe.ac.uk

Managing ReverseExchanges in Service Supply Chains

Special issue call for papers fromSupply Chain Management

Guest Editors: Dr. Vikas Kumar, Dr. Marlene Amorim, Dr.Arijit Bhattacharya, Dr. Jose Arturo Garza-Reyes, Prof. Nicholas O'Regan

Background and Motivation:

Globalised businesses and their complex supply chains face new challenges forthe management of production flows and exchanges between customers and serviceproviders. The management of reverse exchanges is particularly important forcosts reduction and enhanced sales performance, thereby positively affectingthe profit margin of an organisation (Jayaraman, 2007; Xie and Breen, 2012).Reverse supply chain management has been widely recognised as a strategicoperational competence in manufacturing (Fleischmann et al., 2005) as it aimsto provide managers with efficient approaches for recovering value fromreturned items (e.g. through the recovery or the re-use of selected productmodules or parts). Its objectives have, however, expanded largely beyond costminimisation issues. Today the field is also driven by the need to provideanswers to environmental concerns associated to the flow of production itemsbetween customers and providers (Fine-man, 1997; Van Hoek 1999; Ritchie et al.2000; Xie and Breen, 2012). An ability to effectively address customer returnscan dramatically improve customer satisfaction and loyalty, thus providing keyopportunities for creating value (Blackburn et al. 2004; Mollenkopf et al.2011).

While theoretical and empirical research in supply chainis abundant, management of reverse exchanges in service supply chain is sparse(Ho et al. 2002; Giannakis, 2011). This research gap is to a great extent aconsequence of dominant paradigms which often identify the absence of physicalproduct flows as a key distinguishing feature of service supply chains, andtherefore lead to the misbelief that in services there is nothing to return(Ellram et al. 2004). Operations management literature, conceptualises servicesas bi-directional chains involving exchanges between the customer and the provider(Stuart 1997; Sampson 2000), specifically highlighting the existence ofsubstantial exchanges of customer inputs into the productive system, e.g.information, materials, etc. (Lovelock 1983; Sampson and Froehle 2006). Serviceproductive systems need to handle several types of reverse exchanges forexample, when a given service provision relationship needs to be terminated orinterrupted, providers might need to get customers to return some facilitatinggoods, i.e., any materials or items used to support the delivery operationssuch as credit and debit cards in banking services, and equipment intelecommunication (Roth and Menor 2003). Termination also requires providers tohandle exchanges which need to be returned from the provider to the customer. Theseprovider-customer exchanges raise new challenges which are driven by somespecific characteristics of service production. The failure to return customeritems as they originally entered the service productive system after the inputhas been processed can significantly impact customer satisfaction and loyalty.Moreover, the service providers’ resources already utilised for the terminatedservice provision cannot be re-used for the next customer. This often limitsthe ability to recover the providers’ productive resources and to re-use themin a new service.

Features of the Special IssueManuscripts:

This special issue of Supply Chain Management: AnInternational Journal therefore intends to address a synergy between managementof the reverse exchanges and their effect on the service supply chains. Papersare invited in the broad area of service supply chains. Real-world applicationsand business models including company case studies dealing with reverseexchanges in service supply chains are welcome. Practical, novel and originalcontributions investigating the management of reverse exchanges of the servicesupply chains should include, but not be limited to, the following features:
• Comprehensive state-of-the-art reviews and surveys that present an integrativeview of the reported contributions on service industry applications. This kindof manuscripts should essentially identify the potential research directions;
• Business excellence models for minimizing costs and risks in themanagement of reverse exchanges in services.
• Identification and solution of reverse exchange issues of the servicesupply chain problems through technological or service delivery innovations;
• Developing sustainable supply chains through efficient handling ofreverse exchanges;
• Benchmarked methodologies to manage the reverse exchange of servicesupply chain design and operations.
• Data collection procedures from the elements of service supply chainprocesses, data formatting and collating, database creation that facilitates arobust management and operations of the reverse exchange leading to asustainable service supply chains;

Areas of the Manuscripts:

Papers should present novel and original research outputs that have not beenpublished or considered for publication anywhere else. The broad areasincludes, at least (but not limited to), the following pragmatic researchthemes:
• Challenges of reverse exchanges in service supply chains;
• Evaluation of new or existing business excellence model’s ability toaccommodate reverse service exchanges
• Business process improvement for the management of reverse exchanges inservices
• Entrepreneurial opportunities for new business model development formanaging reverse service exchanges
• Technological and service delivery innovations and their applications inservice supply chains;
• Service value co-creation (creating value through returns);
• Sustainable service supply chains;
• Reverse exchanges affecting customer satisfaction and customer loyalty;
• Reconciling outsourcing/sub-contracting and management of reverseexchanges;
• Risks and guarantees in the reverse exchange management;
• Management of the reverse exchanges in specific service sectors (e.g.healthcare, telecommunications, etc.);
• Issues of resiliency and vulnerability in the reverse exchange servicesupply chains.

Time Scale (tentative):

Call for Paper:      15 December 2013
Full manuscript submission:    15 October 2014
Notification of review reports:    15 February 2015
Revised final manuscript due date:    15 May 2015
Final Manuscript Submission to Publisher:  15 July 2015

Submitting an Article:

Submissions to this special issue of Supply ChainManagement are made using ScholarOne Manuscripts, the online submission andpeer review system. Registration and access is available at http://mc.manuscriptcentral.com/scm.

Special Issue Guest Editors:

Dr Vikas Kumar (Lead Guest Editor)
Bristol Business School, Universityof West of England, UK
Email: Vikas.Kumar@uwe.ac.uk

Dr Marlene Amorim
University of Aveiro, Portugal
Email: mamorim@ua.pt

Dr. Arijit Bhattacharya
Dublin City University BusinessSchool, Ireland
Email: arijit.bhattacharya@dcu.ie

Dr. Jose Arturo Garza-Reyes
Centre for Supply Chain Improvement,University of Derby, UK
Email: J.Reyes@derby.ac.uk

Prof. Nicholas O’Regan
Bristol Business School, Universityof West of England, UK
Email: Nicholas.O'Regan@uwe.ac.uk