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We consider a two-tier professional-service supply chain, comprising professional-service suppliers and buyers. In such supply chain, a professional-service supplier manipulates its demand management (such as pricing rules and capacity control) to customize service quality for meeting different buyers’ demand. We use the audit market as the industry context to examine how a professional-service supplier chain exercises demand management in practice. Besides being consistent with well-received auditing wisdom that professional-service suppliers should lower fee charges as the main means of demand management, we show that effective demand management practice in professional service must consider buyer heterogeneity in the presence of supplier competition. We find, instead of lowering the service charge, a reputable buyer is willing to pay a higher fee to leading suppliers for getting better service quality. A professional-service supplier’s demand management decision must take consideration of not only the buyer heterogeneity but also the supplier heterogeneity. Different from undifferentiated services (e.g., hotel, airline, car rental), our study recognizes the uniqueness of professional service operations and therefore contributes to service operations fields.