This book looks at service innovation, service industries, and innovation performance in services. It seeks a broader explanation and understanding of services, service innovation and its performance, and the future of service innovation in different service industries. In addition, it discusses service domination in the big economies around the world and how that was created and supported by service innovation. The book will be useful for academics interested in service innovation as well as practitioners in the service business.

Stories from Nokia, Dell, UPS, Toyota, and other companies show how firms can reduce their vulnerability to high-impact distributions, from earthquakes to strikes, from SARS to terrorism, and use them for competitive advantage. What happens when fire strikes the manufacturing plant of the sole supplier for the brake pressure valve used in every Toyota? When a hurricane shuts down production at a Unilever plant? When Dell and Apple chip manufacturers in Taiwan take weeks to recover from an earthquake? When the U.S. Pacific ports are shut down during the Christmas rush? When terrorists strike? In The Resilient Enterprise, Yossi Sheffi shows that companies' fortunes in the face of such business shocks depend more on choices made before the disruption than they do on actions taken in the midst of it—and that resilience benefits firms every day, disaster or no disaster. He shows how companies can build in flexibility throughout their supply chains, based on proven design principles and the right culture—balancing security, redundancy, and short-term profits. And he shows how investments in resilience and flexibility not only reduce risk but create a competitive advantage in the increasingly volatile marketplace.Sheffi describes the way companies can increase security—reducing the likelihood of a disruption—with layered defenses, the tracking and analysis of “near-misses,” fast detection, and close collaboration with government agencies, trading partners, and even competitors. But the focus of the book is on resilience—the ability to bounce back from disruptions and disasters—by building in redundancy and flexibility. For example, standardization, modular design, and collaborative relationships with suppliers (and other stakeholders) can help create a robust supply chain. And a corporate culture of flexibility—with distributed decision making and communications at all levels—can create a resilient enterprise.Sheffi provides tools for companies to reduce the vulnerability of the supply chain they live in. And along the way he tells the stories of dozens of enterprises, large and small, including Toyota, Nokia, General Motors, Zara, Land Rover, Chiquita, Aisin Seiki, Southwest Airlines, UPS, Johnson and Johnson, Intel, Amazon.com, the U.S. Navy, and others, from across the globe. Their successes, failures, preparations, and methods provide a rich set of lessons in preparing for and managing disruptions. Additional material available at www.TheResilientEnterprise.com.

Alexander de Grahl provides with his three papers on success factors in logistics outsourcing relevant insights regarding this important research question. In detail, adopting different perspectives in the three papers, the work shows how logistics service providers, customer firms and the two parties together can contribute to successful logistics outsourcing relationships.

"This book provides both business and IT professionals a reference for practices and guidelines to service innovation in logistics and supply chain management"--Provided by publisher.

This book describes approaches, opinions, and concepts for new and emerging solutions and technologies that could be successfully applied in the configuration, optimization and management of supply networks in the highly volatile environment of today’s global economy. It features numerous case studies and quantitative research from different sectors and different countries. The authors, which include academics and managers alike, present tips on technical, organizational, financial and social aspects of implementing the new SMART solution. Dynamic and changing market conditions have made it necessary for companies to act in networks to maintain their competitive position. Accordingly, they have to adapt their own actions to those of other market players, which requires a SMART attitude: today’s supply networks need to be Sustainable, Modern, Adaptive, Robust and innovative Technology-oriented. For example, this concerns making decisions about the extent to which a business model should be green or lean. In turn, these decisions impact logistics, IT, environmental issues and co-operation between suppliers, customers, competitors, and complementors.