Applicability of Performance Measurement Systems to Humanitarian Supply Chains

Abidi, Hella; Scholten, Kirstin

doi:10.1007/978-3-319-15455-8_13

Cited by 8 publications

(16 citation statements)

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“…For example, several metrics from the BSC and SCOR models can be used, but need adjustment to fit humanitarian supply chains (e.g. the demand/supply planning costs obtained from the SCOR model in a business environment was replaced by purchasing items under the control of MSF Belgium) 4 , a finding supported by Abidi and Scholten (2015). Applying these practices may help in designing and implementing performance management that is aligned with an HO´s strategies, philosophies and incentive schemes as is the case in the business sector.…”

Section: Main Findings and Discussionmentioning

confidence: 99%

Performance management practices in humanitarian organisations

Abidi

Leeuw

Dullaert

2020

JHLSCM

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PurposeWe examine how design and implementation practices for supply chain performance management that have proven successful in commercial organisations apply to humanitarian organisations (HOs) to guide the process of designing and implementing performance management in humanitarian organisations.Design/methodology/approachWe identify from the literature ten successful practices regarding the design and implementation of supply chain performance management in commercial businesses. We apply these, using action research over a four-year period, at Médecins sans Frontières (MSF) Belgium and draw conclusions from this.FindingsWe find that tools and techniques, such as workshops and technical sheets, are essential in designing and implementing supply chain performance measurement projects at HOs. Furthermore, making a link to an IT project is crucial when implementing performance measurement systems at HOs. Overall, our case study shows that performance management practices used in business can be applied and are relevant for humanitarian supply chains.Originality/valuePrevious research has argued that there are few empirical studies in the domain of performance management at humanitarian organisations. To the best of our knowledge, this paper is the first to provide a longitudinal understanding of the design and implementation of supply chain performance measurement at HOs.

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Section: Main Findings and Discussionmentioning

confidence: 99%

Performance management practices in humanitarian organisations

Abidi

Leeuw

Dullaert

2020

JHLSCM

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“…The comparison was based on the established evaluation criteria (see Table 5) for a "good" performance measurement system proposed by Caplice and Sheffi (1995). We referred to the work of Abidi and Scholten (2015) for this comparison since they have evaluated the static BSC in the humanitarian supply chain using the same evaluation criteria shown in Table 5. Table 5.…”

Section: Anticipated Outcomes Of Dbsc In the Humanitarian Supply Chainmentioning

confidence: 99%

“…The measurement system is readily understandable by the decision makers and provides a guide for actions to be taken a) Comprehensiveness Abidi and Scholten (2015) noted that the static BSC fails to consider all the constituencies' interests, and therefore rated it as "somewhat" comprehensive. On the other hand, the DBSC can strengthen the lack of comprehensiveness of static the BSC, by capturing a wider range of customers' interests in the development phase of BSC through group model-building projects (Vennix, 1999) and in the form of feedback loops between diverse shareholders' views.…”

Section: Anticipated Outcomes Of Dbsc In the Humanitarian Supply Chainmentioning

confidence: 99%

“…On the other hand, the DBSC can strengthen the lack of comprehensiveness of static the BSC, by capturing a wider range of customers' interests in the development phase of BSC through group model-building projects (Vennix, 1999) and in the form of feedback loops between diverse shareholders' views. Abidi and Scholten (2015) highlighted that the static BSC is causally oriented since it is able to encompass indicators that influence current (financial measures) and future (nonfinancial measures) performance as well as presenting the cause-and-effect relations among these indicators. Nevertheless, the static BSC assumes one-way relations among indicators.…”

Section: Anticipated Outcomes Of Dbsc In the Humanitarian Supply Chainmentioning

confidence: 99%

“…There have been some broad investigations on performance measurement in the humanitarian supply chain (Beamon and Balcik, 2008;Abidi and Scholten, 2015;D'Haene et al, 2015;Santarelli et al, 2015;Acimovic and Goentzel, 2016). Scholars have developed measures and performance measurement frameworks for the humanitarian supply chain.…”

Section: Introductionmentioning

confidence: 99%

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Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Anjomshoae

Hassan²,

Kunz

et al. 2017

JHLSCM

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In recent years, the Balanced Scorecard (BSC) has received considerable interest among practitioners for managing their organization's performance. Unfortunately existing BSC frameworks, particularly for humanitarian supply chains, lack causal relationships among performance indicators, actions, and outcomes. They are not able to provide a dynamic perspective of the organization with factors that drive the organization's behavior towards its mission. Lack of conceptual references seems to hinder the development of a performance measurement system towards this direction. Design/methodology/approach We formulate the interdependencies among KPIs in terms of cause-and-effect relationships based on published case studies reported in international journals from 1996 to 2017. Findings This paper aims to identify the conceptual interdependencies among key performance indicators (KPIs) and represent them in the form of a conceptual model. Research limitations/implications The study is solely based on relevant existing literature. Therefore further practical research is needed to validate the interdependencies of performance indicators. Practical implications The proposed conceptual model provides the structure of a Dynamic Balanced Scorecard (DBSC) in the humanitarian supply chain and should serve as a starting reference for the development of a practical DBSC model. The conceptual framework proposed in this paper aims to facilitate further research in developing a DBSC for humanitarian organizations. Originality/value Existing BSC frameworks do not provide a dynamic perspective of the organization. The proposed conceptual framework is a useful reference for further work in developing a DBSC for humanitarian organizations.

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