A performance comparison tool for supply chain management

Abstract

Increasing globalisation, diversity of the product range and increasing customer awareness are making markets highly competitive, forcing different supply chains to adapt to different stimuli on a continuous basis. The necessary level of 'compatibility' among all the upstream and downstream players in a supply chain must be achieved to meet the strategic objectives of the supply chain. A mismatch between the objectives and capabilities of different players not only leads to the inefficient use of scarce resources but also affects the successful attainment of the strategic objectives for the supply chain. This paper briefly reviews some of the technical papers published to evaluate the performance of a single player or a supply chain over a chosen set of performance metrics. The paper then proposes a spreadsheet-based tool to address the issue of 'strategic fit' for a supply chain. The spreadsheet identifies the bottleneck areas in achieving the strategic fit between the supply chain's goals and the different players' capabilities. The spreadsheet also gives information regarding the time and monetary resources required to remove and/or reduce the mismatch, thereby serving as a valuable aid for strategic decision making.

Roles and Perspectives When Estimating Energy and Environmental Potentials of Urban Consolidation

“…Even if the degree of consolidation increases when applying a UCC, the change can result in longer transport distances, sub-optimizations and use of smaller and thereby less efficient vehicles (see e.g., [41,42]). The need for integrated performance measurement metrics including different environmental measurements, as well as economical and service-related measurements were recognized early (see e.g., [43,44]). A holistic approach involving the three central aspects of financial analyses, traffic analyses, and environmental assessment is put forward by several researchers (e.g., [7,17,35]).…”

The Dimensions of Green Supply Chain Management Practices

“…The purpose of measuring in the study clear and provide support for future design of the supply chain (Bjorklund et. al., 2012) Managerial level of measuring Vanteddu et al, (2006) Gunasekeran et al, (2004 explained about the three managerial levels of strategic, managerial and operational. Vertical integration of management decision ant strategic level and tactical decision of planning at middle level management and operational decision made my lower level management.…”

Measuring agri-food supply chain performance and risk through a new analytical framework: a case study of New Zealand dairy

“…Numerous researchers (e.g. Beamon 1999, Holmberg 2000, De Toni and Tonchia 2001, Van Aken and Coleman 2002, Chan 2003, Gunasekaran, Patel, and McGaughey 2004, Van der Vorst 2006, Vanteddu, Chinnam, and Yang 2006, Aramyan et al 2007 emphasize to maintain the balance between financial and non-financial indicators for performance measurement systems. For instance, Beamon (1999) claimed that traditional supply chain performance measurement systems heavily focus on financial measures as a primary (if not sole) criterion.…”

“…Researchers (e.g. Beamon 1999, Lambert and Pohlen 2001, Chan and Qi 2003, Chan 2003, Van der Vorst 2006, Vanteddu, Chinnam, and Yang 2006 have emphasized the need for a performance measurement system of holistic nature that control the entire supply chain rather than a single firm.…”