[雙語(yǔ)翻譯]--外文翻譯--精益服務(wù)：一種基于服務(wù)質(zhì)量差距模型的供應(yīng)鏈方法（節(jié)選）

1、1550 英文 英文單詞， 單詞，9000 英文字符， 英文字符，2680 漢字 漢字出處： 出處：Susano R, Jaca C, Puga-Leal R. Lean Services: An Approach for Supply Chains Based on the Gaps Model of Service Quality[M]// Proceedings of the Eighth International Confer

2、ence on Management Science and Engineering Management. 2014:533-539.Chapter 46Lean Services: An Approach for Supply Chains Based on the Gaps Model of Service QualityRaul Susano, Carmen Jaca and Rogério Puga-LealAbst

3、ract Supply Chains (SC) encompass interfaces where several interactions occur, notably with flows of services, products and information. Services play a major role in modern economies and its provision is widespread alon

4、g the supply chain. This piece of research utilizes the Gaps Model of Service Quality, which is based on the disconfirmation paradigm, and relates it with lean principles of waste from a sup- ply chain perspective. The G

5、aps Model analyses several gaps that might occur within organizations, leading to discrepancies between expected service and perceived service. A methodology is proposed for assessing the internal failures contributing t

6、o each gap of the original model. A second stage includes an approach inspired on QFD’s (Quality Function Deployment) matrices, envisaging a joint analysis of gap’s structure and supply chain’s failures, what allows comp

7、uting the importance of each failure from a service quality perspective. Furthermore, these failures can be associated to lean wastes, thus providing a framework for “l(fā)eanliness” assessment. A simplified example for a ge

8、neric supply chain is also presented.Keywords：Service quality ? Gaps model ? Lean ? Supply chain46.1 IntroductionOrganizations within supply chains are facing increasing competition, which led them to act together in se

9、arch for better efficiency in their processes [1]. On the other hand, it is interesting noticing that achieving process efficiency could be harder for organizations providing a larger variety of services, which frequentl

10、y increases the utilization of outsourcing [2].Performance across the interfaces of a supply chain is vital for its success. Very often, the bottlenecks occur in these interfaces, where goods, services and information ar

11、e exchanged [3].This piece of research is focused on service provision that occurs within supply chains and utilizes the Gaps Model for service quality that was originally presented by Parasuraman et al. [4]. Some adjust

12、ments have been made since then (e.g., [5, 6]) but the model’s essence has been maintained throughout time.46.2 Gaps Model and Service QualityThe frameworks that have been developed to deal with customer’s perceptions o

13、f quality can be grouped into two primary categories: performance based and standards based frameworks [7]. Under such perspective, performance based frameworks specify perceived performance without any comparative refer

14、ents while standards based frameworks specify “comparative” performance conceptualization of service quality, i.e., performance is compared to a standard. SERVQUAL, which is probably the most well-known model for the ass

15、essment of service quality, was originally developed as a standard based model [4, 8], where service performance was compared against a single expectation standard, the desired expectation.According to this perspective t

16、here are two concepts playing a major role: customer expectations and customer perceptions.As stressed by Zeithaml and Bitner [6], in a perfect world, expectations and perceptions Table 46.1 Key factors for the gaps46.4

17、 Joint Analysis of Gap’s Structure and Supply Chain’s FailuresFor promoting a joint analysis of gap’s characteristics and supply chain failures, an approach inspired on QFD’s (Quality Function Deployment) matrices was ad

18、opted [10]. The key factors were included as “rows” in the first matrix. Therefore, a systematic procedure was required for assigning importance levels to each key factor. Although other procedures could have been adopte

19、d, it was decided assigning the importance through the assessment by a panel of experts. The panel was composed by a PhD student who develops research within the supply-chain framework, as well as two researchers whose s

20、cientific activity is focused on Logistics, notably as regards supply chains. Furthermore, one of the authors started developing professional activity in a logistics operator. The approach was developed for a generic sup

21、ply chain, being clear that adjustments have to be made for specific situations. Table 46.2 shows key factors along with their corresponding importance, after experts’ assessment.As regards the failures within the supply

22、 chain, a generic approach was also adopted, having the failures been assigned to six physical or organizational areas: inbound, outbound, transport, delivery, customer service and information technology.A brainstorming

23、process, along with the analysis of daily activities in a logistic operator, led to the identification of a large set of failures: inadequate package identification, wrong storage, errors in invoices, delay in expedition

24、, etc.At this point, a matrix can be developed, relating each failure with one or more key factors from the gaps model. As in QFD, relations can be strong (?), medium (?) or weak (6). Usually, a strong relation is weight