A conceptual model for measuring supply chain's performance

Najmi, Ali; Makui, Ahmad

doi:10.1080/09537287.2011.586004

Cited by 46 publications

(35 citation statements)

References 24 publications

(19 reference statements)

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“…For example, Li and O'Brien (1999) use four main criteria to measure supply chain efficiency: profit, lead time performance, delivery promptness, and waste elimination. Najmi and Makui (2012) propose a conceptual model for evaluating supply chain performance that we recommend looking at.…”

Section: Introductionmentioning

confidence: 99%

Systemic approach to supply chain management through the viable system model and the theory of constraints

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Costas

et al. 2016

Production Planning & Control

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Please note: Changes made as a result of publishing processes such as copy-editing, formatting and page numbers may not be reflected in this version. For the definitive version of this publication, please refer to the published source. You are advised to consult the publisher's version if you wish to cite this paper.This version is being made available in accordance with publisher policies. See http://orca.cf.ac.uk/policies.html for usage policies. Copyright and moral rights for publications made available in ORCA are retained by the copyright holders. Systemic Approach to Supply Chain Management through the Viable System Model and the Theory of Constraints Systemic Approach to Supply Chain Management through the Viable System Model and the Theory of ConstraintsIn today's environment, Supply Chain Management (SCM) takes a key role in business strategy. A major challenge is achieving high customer service level under a reasonable operating expense and investment. The traditional approach to SCM, based on local optimization, is a proven cause of meaningful inefficiencies -e.g. the Bullwhip Effect-that obstruct the throughput. The systemic (holistic) approach, based on global optimization, has been shown to perform significantly better. Nevertheless, it is not widely expanded, since the implementation of an efficient solution requires a suitable scheme. Under these circumstances, this paper proposes an integrative framework for supply chain collaboration aimed at increasing its efficiency. This is based on the combined application of the Beer's Viable System Model (VSM) and the Goldratt's Theory of Constraints (TOC).VSM defines the systemic structure of the supply chain and orchestrates the collaboration, while TOC implements the systemic behaviour -i.e. integrate processes-and define performance measures. To support this proposal, we detail its application to the widely used Beer Game scenario. In addition, we discuss its implementation in real supply chains, highlighting the key points that must be considered.

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Section: Introductionmentioning

confidence: 99%

Systemic approach to supply chain management through the viable system model and the theory of constraints

Regaliza

Ponte

Costas

et al. 2016

Production Planning & Control

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“…In the light of this knowledge, continuously improving the measures will enable faster customer order fulfilment and greater efficiency than that of competitors (Manikas and Terry 2010;Najmi and Makui 2012). Koufteros, Verghese, and Lucianetti (2014) presented some evidence to suggest that PMS may lead to improved capabilities which can impact performance.…”

Section: Influence Of Pms On Behaviour and Performancementioning

confidence: 95%

“…As a result, in recent years, organisations have chased the goal of developing PMS that support managers and employees alike (Hall 2008), whilst ensuring that the metrics are balanced and aligned at a strategic, tactical and operational level (Najmi and Makui 2012). More benefits may be achieved if the relationship amongst all levels is deeper (Verdecho, Alfaro, and Rodriguez-Rodriguez 2009).…”

Section: Pms Usersmentioning

confidence: 97%

“…Thus, suggested future research focuses especially on the development of a framework that allows for partnership, collaboration and flexibility, whilst taking into consideration information technology, business processes and the roles and responsibilities of individuals carrying out the processes (Bongsug 2009;Akyuz and Erkan 2010;Najmi and Makui 2012).…”

Section: Typical Use and Characteristics Of Pmsmentioning

confidence: 99%

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Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Moreira

Tjahjono

2015

International Journal of Production Research

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Performance measurement systems (PMS) have commonly been applied to evaluate and reward performances at managerial levels, especially in the context of supply chain management. However, evidence suggests that the effective use of PMS can also positively influence the behaviour and improve performance at an operational level. The motivation is to accomplish organisational goals, namely to increase supply chain flexibility by responding to evermore-varying customer demands in a timely manner. The purpose of the study described in this paper was to develop a conceptual framework that adopts performance measures for ex-ante decision-making at an operational level within the supply chain. To guide the research, five questions were asked and subsequently key gaps have been identified. In an attempt to fill the gaps, a case study at a major global brand beverage company has been carried out, and as a result, a conceptual framework of the PMS has been developed. Overall, the research offers a foundation of the applicability and impact of PMS in the supply chain and provides a framework that attends to some of the potential uses of PMS that so far have not been practically applied. The outcomes from the testing indicate that the initial gaps identified in the literature have been addressed and that the framework is judicious with scope for practical applicability. The framework is deemed worthy of further testing in different operational contexts of the supply chain. IntroductionResearch in the field of performance measurement has drawn on a variety of disciplines, from production and operations management to accounting and management control. Even though the use of performance measurement systems (PMS) is common amongst managers when defining and evaluating the success of strategic goals (Gomes, Yasin, and Lisboa 2011), the equivalent cannot be said for the use of the same systems as ex-ante 1 support tools to drive performance (Grafton, Lillis, and Widener 2010). Furthermore, although research suggests that PMS can positively influence individuals at an operational level, there is little evidence showing how it works in practice. As a consequence, individuals require the right information, at the right time, in the right format and at the right cost, and meeting these requirements remains a challenge (Schuff et al. 2010).The innovation of performance measurement can benefit organisations through the delivery of strategically aligned metrics that facilitate decision-making. Providing decision support frameworks and tools that integrate multiple measures in the evaluation process may reinforce the importance of these measures and thus enhance their efficacy in relation to strategic goals (Franco-Santos, Lucianetti, and Bourne 2012). Recent research suggests organisations have to be flexible in adapting to frequent changes in customer demand especially in fast moving industries (Poon et al. 2011). Adjustments to production system have to be considered within short time periods, and as a consequence, operational level emplo...

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“…They argue that this stage is particularly important in the very dynamic environments in which ASCs are most likely to be best suited, because such conditions will give rise to an increased number of applications of the partner selection process. Najmi and Makui (2012) …”

Section: Genetic Algorithms Modelsmentioning

confidence: 99%

Partner selection in agile supply chains: a fuzzy intelligent approach

Barnes

2013

Production Planning & Control

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-2 - Partner selection in agile supply chains: a fuzzy intelligent approachPartner selection is a fundamental issue in supply chain management as it contributes significantly to overall supply chain performance. However, such decision making is problematic due to the need to consider both tangible and intangible factors, which cause vagueness, ambiguity and complexity. This paper proposes a new fuzzy intelligent approach for partner selection in agile supply chains (ASC) by using fuzzy set theory in combination with radial basis function artificial neural network. Using these two approaches in combination enables the model to classify potential partners in the qualification phase of partner selection efficiently and effectively using very large amounts of both qualitative and quantitative data. The paper includes a worked empirical application of the model with data from eighty-four representative companies within the Chinese electrical components and equipment industry, to demonstrate its suitability for helping organizational decision makers in partner selection.

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A conceptual model for measuring supply chain's performance

Cited by 46 publications

References 24 publications

Systemic approach to supply chain management through the viable system model and the theory of constraints

Systemic approach to supply chain management through the viable system model and the theory of constraints

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Partner selection in agile supply chains: a fuzzy intelligent approach

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