No abstract

No abstract

No abstract

No abstract

The ecological issues arising from manufacturing operations have led to the focus on environmental sustainability in manufacturing. This can be addressed adequately using a closed-loop supply chain (CLSC). To attain an effective and efficient CLSC, it is necessary to imbibe a holistic performance measurement approach. In order to achieve this, there is a need to adopt a specific approach for a particular product rather than being generic. Since sustainability has direct environmental footprints that involve organizational stakeholders, suppliers, customers and the society at large, complexities surrounding supply chain performance measurement have multiplied. In this study, a suitable approach has been proposed for CLSC performance measurement in the automotive industry, based on reviewed literature. It is believed that this approach will result in increased effectiveness and efficiency in CLSC performance measurement

No abstract

No abstract

In order to attain a useful balanced scorecard (BSC), appropriate performance perspectives and indicators are crucial to reflect all strategies of the organisation. The objectives of this survey were to give an insight regarding the situation of the BSC in the health sector over the past decade, and to afford a generic approach of the BSC development for health settings with specific focus on performance perspectives, performance indicators and BSC generation. After an extensive search based on publication date and research content, 29 articles published since 2002 were identified, categorised and analysed. Four critical attributes of each article were analysed, including BSC generation, performance perspectives, performance indicators and auxiliary tools. The results showed that 'internal business process' was the most notable BSC perspective as it was included in all reviewed articles. After investigating the literature, it was concluded that its comprehensiveness is the reason for the importance and high usage of this perspective. The findings showed that 12 cases out of 29 reviewed articles (41%) exceeded the maximum number of key performance indicators (KPI) suggested in a previous study. It was found that all 12 cases were large organisations with numerous departments (e.g. national health organisations). Such organisations require numerous KPI to cover all of their strategic objectives. It was recommended to utilise the cascaded BSC within such organisations to avoid complexity and difficulty in gathering, analysing and interpreting performance data. Meanwhile it requires more medical staff to contribute in BSC development, which will result in greater reliability of the BSC.