A Structured Methodology to Implement Performance Measurement Systems in Collaborative Networks

Abstract

Abstract. Collaboration is one of the most commonly used strategies in the business environment. Enterprises that collaborate need reliable and efficient performance information. However, many collaborative enterprises fail to implement a common performance measurement system in an adequate manner due to the lack of sound mechanisms that connect all the elements within a performance measurement system. The purpose of this paper is to provide a methodology based on a multi-criteria decision method that aids to implement the different elements that compose a performance measurement system for collaborative networks. With this methodology enterprises have a tool to define all the aspects involved in the performance measurement system and to implement it. This approach has been applied to a collaborative enterprise network belonging to the automotive sector.

A measurement model for managing performance of horizontal business networks and a research case

“…Information and knowledge sharing has a direct impact on how firms cooperate and manage the network and its operations (Verdecho et al, 2011;Lima et al, 2011;Xu et al, 2011;Galdámez et al, 2009).…”

An Approach to support the Strategies Alignment Process in Collaborative Networks

“…Evaluation and monitoring the network decisions, strategies and objectives (Andres and Poler, 2014b). Improvement of knowledge and visibility in terms of network information and decisions (Verdecho, Rodríguez and Alfaro 2011).…”

“…Supply Chain Performance Measurement (Gunasekaran, Patel, and McGaughey 2004), EPMM (Bititci et al 2005), PMS-VE (Peters, Odenthal, Schilick 2008) G: KPIs to measure collaboration (Camarinha-Matos and Abreu 2007), PMS-BP (Alfaro, Ortiz, and Poler 2007), PmColNet (Pinto and Lucas 2010), GPM-SME , PMS in Collaborative Networks (Verdecho, Rodríguez, and Alfaro 2011) G: ANP (Verdecho, Rodríguez, and Alfaro 2011) T: GPM-BUS , Net-Challenge ICT platform (Shamsuzzoha et al 2013) Replenishment M: (Q, R) policy , TOC-SCRS (Wu et al 2010) G: VMI, QR, CPFR ; VICS 2011) T: VICS CPFR XML Messaging Model (VICS 2011) T: virtual hubs, SOA (Holmström et al 2002), MAS Share Costs and Profits M: simple/two revenue-sharing contract (Giannoccaro and Pontrandolfo 2004) M: shared-savings contracts, doublé moral hazard (Corbett, de Croix, and Ha 2005), cost allocation (Frisk et al 2006), equitable division of benefits , surplus calculation (Jähn 2010), economic model ( (Mykkänen and Tuomainen 2008), Architectures for Enterprise Integration and Interoperability , CIbFw , MISE (Bénaben et al 2010), orchestration of business processes (Lemrabet et al 2010), GloNet project (Camarinha-Matos, Afsarmanesh and Koelmel 2011), intra/inter-alignment of taxonomy , ONTO-PDM T: CIM, PIM, J2EE, P2P, PSM, ontologies, UEML (Bénaben et al 2010;Cretana, et al 2012), Interop platform to implement collaborative demand forecasting V-collab Forecast Management (Poler et al 2007) M: MDI (Cretana et al 2012) G: KPIs, previous evaluation Lotsizing M: algorithms that apply back-order lot-sizing (Gupta and Brennan 1994), policy (Q, R) (Thomas and Griffin 1996), quantity optimal discount (Corbett and Groote 2000), scheduling of batch jobs (Hall and Pots 2003) M: Distributed Order Promising System (Makatsoris, Chang, and Richards 2004), fuzzy MCDM (Haleh and H...…”

“…The characteristics that define an integrated PMS and the multi criteria decision making methodology allows considering of all the elements that influence the design of a PMS in a collaborative NHN (Verdecho et al, 2011). Besides this, Pinto and Lucas (2010) identify a set of key elements that should be considered to fill the requirements needed when designing a PMS in a NHN: (i) a methodology, (ii) a process management structure, (iii) tools to collect, process and analyse information, (iv) theoretical guidelines on how to manage the actions and (v) a review process to constantly update KPIs.…”