The use of performance measurement system in logistics change process

Abstract

Purpose -The purpose of this paper is to analyze how performance measurement systems (PMSs) can be used to support the key elements of the logistics change process. Design/methodology/approach -The research analytical framework is based upon the review of the mainstream literature on PMS and its use in the organizational change process. Two case studies in high logistical performing companies from the manufacturing sector were undertaken to describe how the use of PMS supports their logistics change process. Findings -The results from both case studies showed that the use of PMS can support all elements of the logistics change process, which is triggered by the monitoring and analysis of the current situation, its management and finally the compilation and interpretation of performance results. This last stage is responsible for reviewing performance measures and providing feedback for further change and improvement initiatives. Originality/value -This paper presents the first empirical analysis of the role played by the use of PMS in the logistics change process in high logistical performing companies. Furthermore, it is the first research to investigate logistics performance measurement from the perspective of logistics excellence and change management models to propose a guide to measure performance and lead change process in this area.

The Influence of Power and Trust on the Initiation and Duration of Modal Shift Solutions

“…Change is often considered to be a sequential process, which can be divided into phases that need to be undertaken in a specific order for a change to happen [29]. Examples of studies into logistics and supply chain management that divide change into different phases include collaboration [30], sustainable innovation [31], reconfiguration of supply networks [32] and performance measurement systems [33]. For instance, Hisano Barbosa and Andreotti Musetti [33] suggest three such phases: (1) events that trigger change (why should there be a change and what are the desired outcomes?…”

“…Examples of studies into logistics and supply chain management that divide change into different phases include collaboration [30], sustainable innovation [31], reconfiguration of supply networks [32] and performance measurement systems [33]. For instance, Hisano Barbosa and Andreotti Musetti [33] suggest three such phases: (1) events that trigger change (why should there be a change and what are the desired outcomes? ), (2) a change programme and management (how does change occur and what decisions and activities support the change?)…”

A framework for logistics performance indicators selection and targets definition: a civil construction enterprise case

“…The final indicator set provided by this methodology, the logistics performance evaluation system, needs to be updated as the company's strategic objectives change (Barbosa & Musetti, 2010). The model review encompasses the comparison of desired performance indicators with existing measures (to identify which current measures are kept, which existing measures are no longer relevant, and which gaps exist so that new measures are needed) (Lohman et al, 2004).…”

Estudo de um fluxo interno de materiais baseado na filosofia Lean Manufacturing

“…Na busca de vantagens competitivas perante o seu mercado de atuação, os processos de planejamento, implementação e controle do fluxo dos materiais da organização, em conjunto com o desenvolvimento integrado das informações a respeito dos componentes, são pontos fundamentais na sistematização dos meios de armazenagem e remessa, em tempo hábil, para a realização das ações de manufatura, a fim de tornar viável a redução do tack-time, ou tempo disponibilizado à manufatura de um ou mais itens da produção industrial (Ballou, 2003;Fullerton & Wempe, 2009;Musetti & Barbosa, 2011;Sanches et al, 2012). Ballou (2003) e Emiliani (2010) destacam a necessidade do aumento de pesquisas científicas que demonstrem a relevância das tarefas sob responsabilidade da logística interna para as funções aplicadas da manufatura, focadas no produto final através da prestação de serviços no tempo certo, com as quantidades e qualidade desejadas, visando cada vez mais a otimização dos processos e das operações (Marx & Paula, 2011;Chauhan & Singh, 2012).…”

“…De modo a mitigar tais problemas, a cadeia de suprimentos (supply chain) deve priorizar a implantação e manutenção de sistemáticas capazes de planejar e controlar esse fluxo, em conjunto com a integração com outros setores, contribuindo significativamente para a redução dos custos operacionais (Perez et al, 2006;Christopher, 2011;Musetti & Barbosa, 2011;Bowersox et al, 2009).…”