The increasing complexity of supply chains, whose structure is changing from a linear to network form creates the need to track a growing amount of information allowing the evaluation of the functioning of the entire supply chain. Developing a system for measuring the performance of the supply chain requires the proper selection of indicators. Performance measurement should be done in a particular context, the analysed dimensions of indicators resulting from the purpose and focus of the survey should be determined. The article reviews Polish and foreign literature in terms of the proposed framework and methods for measuring the performance of the supply chain and the indicated categories (dimensions) of indicators. The authors approach the subject of evaluation of the performance of the supply chain in very different ways. Indicators are divided according to the level of the decision-making process: strategic, tactical, and operational. They are also divided into cost and non-cost or financial and non-financial ones. There are also approaches using the already well established methods and models. An example of this is the selection of perspectives according to the Balanced Scorecard (BSC) and the SCOR model.
This paper aims to identify key factors related to information management and integration in the supply chain (SC). The initial set of factors was identified in the literature, namely, information quality and content, performance metrics, and information technologies. The construct was then tested empirically using the sample of 200 Polish companies. Computer-Assisted Telephone Interviews (CATI) were based on a structured questionnaire, then, data exploratory factor analysis (EFA) was performed. The conducted EFA determined four main factors for information management and integration in the supply chain that should be considered, namely, information characteristics, ICT used in information management, the scope of information and shared performance metrics. Results confirmed the importance of some of the factors related to information management in the supply chain, however having a different set of variables than indicated in the literature. Additionally, research introduced new factors, namely, information characteristics and the scope of shared information, instead of information quality and information content. Moreover, findings suggested that the key role in SC information integration was related to established technologies, focused on transport, customer, and ERP management, while emerging technologies, such as cloud computing and data mining were not of the top importance among the surveyed companies.
Adaptiveness is one of the most significant features of the supply chain that affects the results of its functioning. The capability of the supply chain to adapt to all, more and more demanding conditions is one of the main factors that guarantee long-term competitiveness and success. R. Kalakota, M. Robinson and P. Gundepudi consider inventory visibility, fulfilment velocity and coordination versatility as three fundamental pillars of adaptive supply chains, also termed as 3V in the literature. The chief objective of this paper is the identification of features that a supply chain should have in order to be called adaptive, as well as the verification of their compliance with the 3V principle. The review of the available literature sources that focus on the subject of the major features of adaptive supply chains (in particular having a decisive effect on their adaptive capabilities) has resulted in certain common elements. The authors of all the described approaches emphasise the two features: visibility and velocity. The third, frequently indicated, feature is also versatility or variety (that can be treated as one of the elements of the versatility of the supply chain). Visibility involves ensuring access to the information for all participants in the supply chain, also customers. Velocity, in turn, refers to the reaction time of the supply chain to all sorts of events and the time of implementing necessary changes. The third element is versatility. It primarily involves balancing the operational capability of a supply chain with market requirements, in particular delivering suitable products and services of the required quality and in the ordered volume. It is also vital to adjust the offer to the individual needs of customers.
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