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Purpose: This paper aims to examine the role of collaboration, knowledge transfer, service partner development, information sharing and logistics integration on product–service systems supply chain agility. Design/methodology/approach: Data were collected from 405 official motorcycle service partners in Indonesia using questionnaires and were analyzed using structural equation modelling. Findings: Collaboration has a significant impact on knowledge transfer and information sharing. Information sharing and logistics integration as mediation to improve product–service systems supply chain agility. Likewise, knowledge transfers and service partner development also as mediation to enhance supply chain agility. As a result, collaboration has no significant direct impact to supply chain agility. Research limitations/implications: Given the state of the sampling refers to specific industry, so the generalization of the results will be limited. Practical implications: The model provides insight for managers on how collaboration, knowledge transfer, service partner development, information sharing and logistics integration positively affect product–service systems supply chain agility. Using measurement items of this study, managers can determine and evaluate the current state and formulate strategies to improve their product–service systems supply chain capabilities. Originality/value: The contribution of this study lies in investigating the role of dynamic capabilities for product–service systems offering to improve supply chain agility. This study provides benefits for academicians and industry by filling the gap of the nascent study in product–service systems and supply chain agility. [ABSTRACT FROM AUTHOR]

In response to competition and other market challenges, many consumer manufacturing companies are offering Product–Service Systems (PSSs) in order to improve their sustainability performance. This paper aims to examine the relationship between the PSS supply chain (SC) capabilities and sustainability performance. It empirically investigates a framework that hypothesises the impact of seven PSS SC capabilities on sustainability performance. Data were collected from 447 official motorcycle service partners in Indonesia and analysed using structural equation modelling. The findings reveal that innovative service delivery and sustainable product–service capability positively affect sustainability performance, whereas partner development, reflexive control, and re-conceptualisation positively affect sustainable product–service capability. The results also validate that collaboration and knowledge assessment do not directly affect sustainability performance. A contribution of this study is the innovative use of quantitative methods to provide empirical evidence that the PSS SC capabilities can contribute to sustainability performance, directly and indirectly. It also broadens the utilisation of Dynamic Capabilities (DCs) in PSS SC research. The findings also guide managers and decision-makers in the implementation of the PSS SC capabilities required to enhance sustainability performance. [ABSTRACT FROM AUTHOR]

This study aims to investigate the supply chain (SC) capabilities required for manufacturers, intermediaries and service partners to improve the Sustainability Performance of Product-Service Systems (SPOPSS). A considerable challenge faced by the SC is how manufacturers collaborate with intermediaries and service partners to develop SC capabilities in order to improve SPOPSS. This paper presents a conceptual framework using dynamic capabilities theory for investigating the relationship between SC capabilities and SPOPSS. By qualitative approach through semi-structured interviews with six senior managers from four motorcycle companies-manufacturers and intermediaries, the conceptual framework was validated using thematic analysis. This study identified six SC capabilities: collaboration, partner development and knowledge transfer, innovative service delivery, reflexive control, re-conceptualisation and sustainable product-service capability to improve SPOPSS, also identified microfoundation of dynamic capabilities for each six SC capabilities. The findings proposed two significant contributions to the body of knowledge; first, by developing six identified SC capabilities to improve SPOPSS; and second, by presenting qualitative empirical evidence on how these SC capabilities' development is inseparable from the SC and could be interactively transferred from manufacturers through intermediaries to a network of service partners. [ABSTRACT FROM AUTHOR]