Supplier performance measurement systems: Communication and reaction modes

Knowledge-Based Open Performance Measurement System (KBO-PMS) for a Garment Product Development Process in Big Data Environment

“…During the past decades, studies on the design of Performance Measurement Systems (PMS) have proliferated hugely. These studies have highlighted several applications of PMS design to industrial decision-making such as management accounting (MA) [15], supply chain management [16], and business strategy [17]. For example, David explored the decision-facilitating role of performance measurement systems in firms attempting to translate competence ambidexterity (i.e., the simultaneous pursuit of exploration and exploitation) into innovation ambidexterity outcomes.…”

“…However, existing PMSs which are found in literatures are all still static systems with fixed structures and components, and rarely process the influences of big data on the performance measurement of a company [34]. Since a PMS is generally designed by a set of KPIs, in order to design a PMS as open system, it is essential to ensure a PMS to be able to update the KPIs by introducing new indicators or modifying the existing ones according to the performance evaluation of the PMS [16], [27].…”

“…. , n r ij = w ij n i=1 w ij (16) Using Equation 6, all the evaluation results of the involved decision-makers can be aggregated.…”

Supplier performance measurement system use, relationship trust, and performance improvement: a dyadic perspective

“…Defined as a set of metrics used to quantify the efficiency and effectiveness of suppliers' actions (Hald and Ellegaard, 2011;Maestrini et al 2018a;2018b), SPMSs extend management's control upstream in the supply chain, allowing the coordination and alignment of suppliers (Simpson et al 2002;Kannan and Tan, 2002;Luzzini et al, 2014;Patrucco et al, 2020b). SPMSs have recently been the subject of several studies in the supply chain management literature (e.g., Dey et al, 2015;Paparoidamis et al, 2017;Maestrini et al, 2018a;2018b;2018c), but current research is mostly focused on the SPMS design (what should be measured) and implementation (how to collect data and measure performance). Empirical evidence about intra-company performance measurement systems (PMSs) shows that the system use (rather than its design features) profoundly affects the resource orchestration process and ultimately the organizational performance (Henri, 2006;Koufteros et al, 2014).…”

“…SPMSs have recently been the subject of several studies in the supply chain management literature (e.g., Dey et al , 2015; Paparoidamis et al , 2017; Maestrini et al , 2018a, b, c), but current research is mostly focused on the SPMS design ( what should be measured) and implementation ( how to collect data and measure performance). Empirical evidence about intra-company performance measurement systems (PMSs) shows that the system use (rather than its design features) profoundly affects the resource orchestration process and ultimately the organizational performance (Henri, 2006; Koufteros et al , 2014).…”