General enterprise performance measurement architecture

Ravelomanantsoa, Michel; Ducq, Yves; Vallespir, Bruno

doi:10.1080/00207543.2019.1692158

Cited by 7 publications

(3 citation statements)

References 20 publications

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“…Nevertheless, knowing how to measure performance and how to choose the corresponding indicators is not yet a talent that all companies still possess. This is why many methods have been proposed to help companies move in this direction [31,32].…”

Section: Competitive Aspectsmentioning

confidence: 99%

Model-Based Enterprise Continuous Improvement

Vallespir¹,

Zouggar-Amrani²

2021

Lean Manufacturing

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The enterprise reengineering based on enterprise modelling is usually carried out within the framework of conventional projects. This leads to relatively long projects that are not compatible with a highly variable economic environment. The objective of the evolution management presented here is to use enterprise modelling and all the benefits it brings in a framework that allows for more continuous improvement than is generally observed. The proposed architecture is made up of three levels: a strategic level based on performance measurement, a tactical level that manages system migration and is based on enterprise models, and an operational level consisting of managing a portfolio of evolution projects. Together, these allow a shorter set of projects to be carried out, while remaining coherent and aligned with the company’s strategy. This approach puts enterprise modelling methods and continuous improvement/Lean management approaches into perspective, allowing complementarities and opening up interesting perspectives concerning enterprise re-engineering methods.

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Section: Competitive Aspectsmentioning

confidence: 99%

Model-Based Enterprise Continuous Improvement

Vallespir¹,

Zouggar-Amrani²

2021

Lean Manufacturing

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“…At the country level, the indicator commonly used to measure the level of competitiveness is the Global Competitiveness Index (GCI), published annually by the World Economic Forum (WEF). Meanwhile, the competitiveness indicators used at the company level include the ability to generate profits (profitability), cost efficiency, productivity, and market share (Ravelomanantsoa et al 2020). Some academic literature states that SOEs are inefficient compared to privately owned enterprises (Belloc, 2014).…”

Section: Introductionmentioning

confidence: 99%

Comparison of National State-Owned Enterprise and Global Company: Case Study of Efficiency in Fertilizer Producers

Maslani,

Hartoyo,

Syarief

et al. 2023

jma

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Efficiency for fertilizer producers is critical in facing national and global competition. This study compares the efficiency of national fertilizer producing State-Owned Enterprises (SOE) companies with global fertilizer companies in different market structures. This research uses purposive sampling, namely world fertilizer producers (based on the top 10 in revenue or net profit) and SOE producers. This quantitative research uses the Data Envelopment Analysis (DEA) method on national and global companies from 2015 to 2021. The research results show that no national fertilizer producer was efficient compared to all global producers in the research period. It shows that the domestic oligopoly market structure tends to be inefficient compared to the global perfect competition market structure. Efficient global companies, including CF Industries, PhosAgro, Yara International, Sinofert, and Nutrien, can be used as benchmarks for national companies to increase their competitiveness. When we compare the efficiency among national companies, Petrokimia Gresik (PKG) and Pupuk Kalimantan Timur (PKT) are efficient. The inequality/disparity in efficiency at the national and global level is relatively high, so it is necessary to take strategies such as guaranteeing the availability of fertilizer raw materials in the long term, controlling market share, revitalizing more efficient fertilizer factories, and optimizing the supply chain from upstream to downstream.

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“…This conceptual paper reviews a PM system implementation process based on EE guidelines. The chosen PM system implementation process is the how-to-guide developed by Neely et al (2002), regarding the relevance of the authors' research for the PM literature and PM systems design, implementation and review and its process approach introducing a stepby-step (see Nappi and Kelly, 2021;Ravelomanantsoa et al, 2020;Bititci et al, 2018;Bourne et al, 2018). This paper aims to perform a holistic approach for developing a PM system according to EE principles and an updated PM design process approach.…”

Section: Introductionmentioning

confidence: 99%

Designing and implementing performance measurement systems based on enterprise engineering guidelines

Moura

Lima

Deschamps

et al. 2021

IJPPM

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PurposeThis conceptual paper presents a proposal for improving a performance measurement (PM) system implementation process based on enterprise engineering (EE) guidelines, which gives the process a sense of completeness.Design/methodology/approachThis paper analyzes a well-known process for PM systems implementation organized in two phases: identifying, designing and implementing the top-level performance measures; and cascading the top-level measures and identify appropriate lower-level performance measures. The proposed improvements to the studied process derive from the EE guidelines, which establish a basis for the structure of an organizational management system, the formalization and synchronization of processes, performance expectations, exception handling and change management.FindingsThe study reveals that not all EE guidelines are covered by the analyzed process, with four of them having no evidence of being adopted: involvement of people in process design and implementation; ensuring interoperability between different systems in the information structure; addressing of all possible exceptions; coherence and consistency of semantics across all processes.Originality/valueBy the lens of EE guidelines, this paper advances a how-to-guide. This paper can support managers and researchers on PM system design and implementation, given the importance and relevance of EE recommendations having a consistent and well-structured procedure.

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General enterprise performance measurement architecture

Cited by 7 publications

References 20 publications

Model-Based Enterprise Continuous Improvement

Model-Based Enterprise Continuous Improvement

Comparison of National State-Owned Enterprise and Global Company: Case Study of Efficiency in Fertilizer Producers

Designing and implementing performance measurement systems based on enterprise engineering guidelines

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