Colin Armistead

The Impact of Supply Chain Integration on Operating Performance

Reports the results of a survey of manufacturing managers to assess their perception of the changing manufacturing task and the role of the manufacturing manager. Within this context investigates the contribution of new manufacturing techniques and approaches, the involvement of manufacturing staff in service factory roles and the steps to increase integration across the value chain on manufacturing performance.

Resource Activity Mapping: the Value Chain in Service Operations Strategy

This explores the use of the value chain concept suggested by Porter as a tool in establishing service operations strategy. The original model has been adapted to emphasise the operational context to produce a framework for considering service delivery to meet strategic objectives. The use of the revised model for examining resource allocation using a resource activity mapping technique within a workshop environment is described.

An exploration of managerial issues in call centres

This paper explores managerial issues in call centres through two intensive case studies in UK organisations, supplemented by interviews with five operations managers in other call centres. The research explores key issues from the perspective of managers, team leaders, and customer‐service agents. Our findings show a growing professionalism among those working in call centres ‐ in keeping with the prominent role played by call centres in the market value chains of many organisations. Managers are under pressure to meet the potentially conflicting goals of customer service and efficiency in variable circumstances which cause the work load on call centres to alter significantly. In this environment, decisions on the use of technology, and on the roles, skills, and competencies of customer agents, are critical. So too are the ways in which human resource practices are employed in this relatively new and fast‐growing form of organisation.

Creating strategies for managing evolving customer service

This paper reports research that investigates the perceptions of service managers on the future of customer service. It provides insight into the evolving managerial issues through detailed interviews with senior customer‐service directors and managers in different service sectors. Service organisations that will be successful in the future will focus the roles and capabilities of their customer‐service staff on customer needs, and support them through active service leadership. A six‐stage approach to developing the necessary strategies for managing customer service in this environment is deduced.

Improving service delivery

Outlines a workshop approach to evaluating service delivery in order to improve customer service, as well as developing a service strategy and designing delivery systems consistent with this strategy. Describes the tools used in the workshop ‐ particularly the ′Service Triangle′. Sums up the benefits of such a workshop in evaluating service delivery.

A Framework for Formulating After‐sales Support Strategy

For some time there have been models for considering manufacturing strategy which focus on the product but which essentially ignore dimensions of after‐sales support. A framework is presented for formulating and reviewing an after‐sales support strategy and links it to a manufacturing strategy model to produce a comprehensive strategy for customer satisfaction over the lifetime of a manufactured product.

Supply Networks and the Changing Role of Operations Managers

This paper reports on the first stage of an investigation into the progress which organisations are making towards fully integrated supply chains and the effect that this is having on the roleof the operations manager. Five companies were identified who are currently trying to improve the management of their supply chain. Senior managers in each company were interviewed in order to establish the degree of integration of their supply chains and the way in which the supply chain was managed.

Front‐line managers

Asserts that service is about people ‐ people who deliver good service to their customers. Contends that these service providers perform best when they are led and encouraged by supportive front‐line managers, and that most quality failures are management failures. Discusses the role of the front‐line manager and suggests ways in which he can give a clear lead. Considers that excellence through system design can only be achieved by managers with a front‐line mentality. Asserts it is the task of the manager to ensure that peer group influence conforms to the objectives of the service organization and that managers must take measures to encourage customer‐service teams. Concludes that quality of service can only be obtained through front‐line managers.

International factory networks

Multinational Companies (MNCs) very often manufacture in a number of different countries. The management of these international factory networks has received very little direct attention from operations management specialists either in terms of research findings or the development of conceptual models. There is clearly a need to fill this gap to improve the operations of existing multinational manufacturing companies and to provide models for new emerging international companies (EICs). A review has been made of the literature on the experience of EICs and the general concepts presented by writers on operations management and business strategy. A research model is proposed which examines material and information flows according to the extent of the interlinking of individual factory units with each other and with a central manufacturing function. Factors suggested for investigation are the nature of the factory network, taking into account the business strategy, marketing strategy, organisation, finance policy, and human resources policy. Ten factors are taken as indicators of the performance of the network; product quality, customer service, network production flexibility, production costs, productivity, inventory, procurement, distribution, new product introduction and technology.

The balancing act

Discusses a survey mailed to some 3,000 managers to ascertain how service managers approach the management of resource capacity to satisfy the demand for their type of business, and how this process impacts on their ability to maintain a constant delivery of the most important features of service quality. Reviews the results in respect of important features of service quality, management of service delivery process recovery from mistakes and the and the management of service quality.