Performance metrics in supply chain management

Kleijnen, J.P.C.; Smits, Martin

doi:10.1057/palgrave.jors.2601539

Cited by 275 publications

(186 citation statements)

References 24 publications

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“…23 Also in the operations management field the BSC is wellknown. 6,7,24,25 From a general strategy perspective, the BSC has been described by for example Mooraj et al, 26 Hudson et al 27 Partly, the success of the scorecard can be explained by good timing and marketing. Managers were clearly frustrated with traditional measurement systems at the time when the BSC was promoted in the Relevance Lost book by Johnson and Kaplan and in articles in the Harvard Business Review.…”

Section: Current Bsc Theory and Practicementioning

confidence: 99%

Relevance Assumed: A Case Study of Balanced Scorecard Development Using System Dynamics

Akkermans¹,

Oorschot²

2017

System Dynamics

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The balanced scorecard (BSC) has become a popular concept for performance measurement. It focuses attention of management on only a few performance measures and bridges different functional areas as it includes both financial and non-financial measures. However, doubts frequently arise regarding the quality of the BSCs developed as well as the quality of the process in which this development takes place. This article describes a case study in which system dynamics (SD) modelling and simulation was used to overcome both kinds of problems. In a two-stage modelling process (qualitative causal loop diagramming followed by quantitative simulation), a BSC was developed for management of one organizational unit of a leading Dutch insurer. This research illustrates how, through their involvement in this development process, management came to understand that seemingly contradictory goals such as customer satisfaction, employee satisfaction and employee productivity were, in fact, better seen as mutually reinforcing. Also, analysis of the SD model showed how, contrary to ex ante management intuition, performance would first have to drop further before significant improvements could be realized. Finally, the quantitative modelling process also helped to evaluate several improvement initiatives that were under consideration at the time, proving some of them to have unclear benefits, others to be very promising indeed.

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Section: Current Bsc Theory and Practicementioning

confidence: 99%

Relevance Assumed: A Case Study of Balanced Scorecard Development Using System Dynamics

Akkermans¹,

Oorschot²

2017

System Dynamics

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“…However, [23] claims that it is neither feasible nor profitable to strongly cooperate with all partners in the supply chain and a selection of key customers and/or suppliers is more adequate. Reference [24] suggests that the balanced scorecard can be used successfully to deal with multiple performance metrics in supply chain management. Finally the use of information systems is vital in coordinating in the supply chain within its actors.…”

Section: Measuring Performancementioning

confidence: 99%

“…All the parameters will then be a percentage from this benchmark as presented in 24 , and B 33 ) and an initial set of weights estimated based on expert knowledge and experience (port's experts, managerial team and operators).…”

Section: Prototyping and Implementation Issuesmentioning

confidence: 99%

Nordic Container Port Sustainability Performance—A Conceptual Intelligent Framework

Hakam¹

2015

JSSM

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There is a lack of both integrative frameworks for container ports and dedicated ones to the Nordic region as observed in the literature. The purpose of this paper is to fill that gap by proposing a conceptual intelligent sustainability performance management framework for Nordic container ports. First a description of such framework is given where the application of artificial intelligence is vital. Then, scanning the literature for performance measurement, features of ports in the Nordic region and port sustainability is undertaken. A dedicated list of key performance indicators is suggested. Finally, a prototype based on hypothetical data is developed for demonstration purposes.

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“…For some very interesting discussions on the role of system dynamics in supply chain management and its usefulness for performance measurement in such a context, the reader is referred to Akkermans and Dellaert (2005), Kleijnen and Smits (2003), and Otto and Kotzab (2003).…”

Section: System Dynamics Modelling Of Supply Chainsmentioning

confidence: 99%

Judgement and supply chain dynamics

Syntetos¹,

Boylan

Dangerfield

2011

Journal of the Operational Research Society

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Forecasting demand at the individual stock-keeping-unit (SKU) level often necessitates the use of statistical methods, such as exponential smoothing. In some organizations, however, statistical forecasts will be subject to judgemental adjustments by managers. Although a number of empirical and 'laboratory' studies have been performed in this area, no formal OR modelling has been conducted to offer insights into the impact such adjustments may have on supply chain performance and the potential development of mitigation mechanisms. This is because of the associated dynamic complexity and the situation-specific nature of the problem at hand. In conjunction with appropriate stock control rules, demand forecasts help decide how much to order. It is a common practice that replenishment orders may also be subject to judgemental intervention, adding further to the dynamic system complexity and interdependence. The system dynamics (SD) modelling method can help advance knowledge in this area, where mathematical modelling cannot accommodate the associated complexity. This study, which constitutes part of a UK government funded (EPSRC) project, uses SD models to evaluate the effects of forecasting and ordering adjustments for a wide set of scenarios involving: three different inventory policies; seven different (combinations of) points of intervention; and four different (combinations of) types of judgmental intervention (optimistic and pessimistic). The results enable insights to be gained into the performance of the entire supply chain. An agenda for further research concludes the paper.

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Performance metrics in supply chain management

Cited by 275 publications

References 24 publications

Relevance Assumed: A Case Study of Balanced Scorecard Development Using System Dynamics

Relevance Assumed: A Case Study of Balanced Scorecard Development Using System Dynamics

Nordic Container Port Sustainability Performance—A Conceptual Intelligent Framework

Judgement and supply chain dynamics

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