1994
DOI: 10.1108/09574099410805171
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A Review and Evaluation of Logistics Metrics

Abstract: Performance measurement in the logistics function, like all business functions, begins at the individual metric level. A performance measurement system that is well designed at the strategic level can be flawed at the individual metric level; the Achilles' Heel of any measurement system. The pressing need is not for the development of novel performance metrics: there is a great abundance of sufficient metrics already in existence. Rather, there is a need for a method with which to evaluate existing metrics. Th… Show more

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Cited by 135 publications
(93 citation statements)
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“…The focus of this approach is on the extent to which goals are achieved (effectiveness) and resources utilized (efficiency). Caplice and Sheffi [49,50] indicated that the logistics performance measurement could be measured using either individual metrics or at system-wide levels.…”
Section: Performance Measurement Of Scfmentioning
confidence: 99%
“…The focus of this approach is on the extent to which goals are achieved (effectiveness) and resources utilized (efficiency). Caplice and Sheffi [49,50] indicated that the logistics performance measurement could be measured using either individual metrics or at system-wide levels.…”
Section: Performance Measurement Of Scfmentioning
confidence: 99%
“…A range of logistics design factors influence recycling behaviour (i.e., the situational factors), which controlled by the LA and which influences the extent to which customers or households comply. These can also be considered 'hard' factors that can be quantified and measured (Caplice and Sheffi, 1994). Strategically, physical aspects affect the degree to which consumers can be motivated to create multiple streams of separated recyclables, with the alternative being a single stream or a fully comingled supply of recyclables (Woodard et al, 2006;Abbott et al, 2011).…”
mentioning
confidence: 99%
“…It might be claimed that they ^Åèìáëáíáçå=oÉëÉ~êÅÜ= do^ar^qb=p`elli=lc=_rpfkbpp=C=mr_if`=mlif`v= = = -7-k^s^i=mlpqdo^ar^qb=p`elli= measure waste, but even this is not true -all they measure is activity, not whether that activity is directed toward some valued outcome. What Caplice and Sheffi (1994) have called effectiveness measures, on the other hand, 'beg the question' in an essential way -those measures are only as good as the norms one establishes for outputs. They may be useful for historical comparison of a single process, but their value in comparing across processes or in guiding resource allocation decisions is quite limited.…”
Section: A Hierarchical Bridge Framework Of Measurement For Pblmentioning
confidence: 99%
“…For the corporation, assessing the contribution of an activity to its objectives is a matter of relating those inputs outputs to profits. While of course this is not necessarily easy (e.g., single factor productivity measures do not capture a comprehensive cost picture), at least the examples given by Caplice & Sheffi (1994) can be measured or translated to dollars (e.g., dollars paid for orders processed, or shipments made), and this is broadly true of metrics proposed in other reviews of corporate logistic performance measurement systems as well (e.g., Chow, Heaver & Henriksson, 1994;Lambert & Burduroglu, 2000;Mentzer & Konrad, 1991), with the important exception of customer satisfaction metrics. The importance of the 'customer view' has already been mentioned in relation to Balanced Scorecards, is often mentioned by authors on logistic performance measurement (e.g., Mentzer, Flint and Kent, 1999).…”
Section: A Hierarchical Bridge Framework Of Measurement For Pblmentioning
confidence: 99%
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