Configuring the After-Sales Service Supply Chain: a multiple case study

After-sales service in firms manufacturing and selling durable goods has a strategic relevance in its potential contribution
to company profitability, customer retention and product development. This paper addresses the configuration of the
after-sales supply chain. Three configuration choices are analysed: The degree of vertical integration, the degree of
centralisation, and the decoupling of activities (i.e. how activities are decomposed and separated organisationally).
Exploratory case study research was performed over seven companies belonging to durable consumer goods industries.
The empirical findings show that configuration choices vary, suggesting that no ‘‘one best way’’ exists. Moreover, many
firms develop multiple configurations. Choices are influenced by drivers, including the attractiveness of the after-sales
business, the strategic priorities, the characteristics of the physical product and the services offered, and the configuration
of the manufacturing and distribution supply chain. The paper discusses how these drivers may lead to consistent
configuration choices, and how choices are related.