Why British companies don’t do effective benchmarking

Davies, Amanda; Kochhar, A. K.

doi:10.1108/09576069910247573

Cited by 16 publications

(17 citation statements)

References 8 publications

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“…Strategic Change Management. The fact that the adoption of a best practice is not managed strategically is another highly consistent theme across the reviewed research studies (Bateman and Rich 2003; Bessant et al 1999, 2003; Davies and Kochhar 1999; Dixon et al . 1994; Drew 1994; Guimaraes 1999; Longbottom 2000; Petroni 2002; Taylor and Wright 2003).…”

mentioning

confidence: 77%

“…54% of supply chain partnering fails (Boddy et al . 1988). Although UK companies conduct benchmarking activities and identify best practices, they do not go through any implementation efforts, often because the performance gap is so large that it seems impossible to bridge (Davies and Kochhar 1999, 2000). …”

Section: Evidence Of a Problemmentioning

confidence: 99%

“…(2002) find that effectiveness of the use of a best practice is significantly related to the extent of benchmarking. Davies and Kochhar (1999), however, in their review of UK benchmarking practices in the manufacturing sector, report that UK companies tend to implement benchmarking superficially as a generic best practice, concerned only with external comparison and company visits rather than internal improvement. Benchmarking results are, according to their research, not used.…”

Section: Summary Of Key Findingsmentioning

confidence: 99%

See 2 more Smart Citations

Adoption of promising practices: a systematic review of the evidence

Leseure¹,

Bauer

Birdi

et al. 2004

Int J Management Reviews

124

147

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This paper presents the results of a systematic literature review about the adoption of promising practices by organizations. The objective of the study was to gather empirical evidence to explain why the UK rate of promising practices adoption is poor compared with that of its competitors. The paper illustrates how a vastly dispersed collection of empirical data results can be integrated through a rigorous review process. The conclusion is that, although there is evidence to suggest that an adoption gap exists, the root causes of this gap cannot at present be diagnosed from the available evidence. Directions for future research are discussed.

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mentioning

confidence: 77%

Section: Evidence Of a Problemmentioning

confidence: 99%

Section: Summary Of Key Findingsmentioning

confidence: 99%

See 1 more Smart Citation

Adoption of promising practices: a systematic review of the evidence

Leseure¹,

Bauer

Birdi

et al. 2004

Int J Management Reviews

124

147

View full text Add to dashboard Cite

show abstract

“…Consequently, benchmarking can be described as a method of converting process data to relevant process information from which process knowledge and understanding can be developed. Indeed, Davies and Kochhar (1999) proposed that in benchmarking there was often a preoccupation with metrics, to the exclusion of the identification of best practices. Whole supply chain or whole farm benchmarking will provide information on supply chain/organisational structure, its strengths and weaknesses and the areas of business risk.…”

Section: Introductionmentioning

confidence: 99%

Benchmarking the poultry meat supply chain

Manning¹,

Baines²,

Chadd³

2008

Benchmarking: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to analyse how a pre-requisite programme and key performance indicators can be developed within an information management system in order to manage food safety, animal welfare and business performance criteria effectively in the poultry meat supply chain and seek to deliver continuous improvement. Design/methodology/approach -Desk research was carried out in order to develop the research model. Competitive benchmarking with a group of broiler growers was used to determine the most appropriate performance indicators that could differentiate both operational and financial performance. Findings -Supply chain benchmarking is more than a comparative analysis of cost structure, indeed it can be argued that if not effectively implemented, benchmarking techniques can focus too much on historic data rather than identifying and implementing current best practice, knowledge transfer and being able to initiate change within the business cycle. Effective livestock benchmarking requires a detailed understanding of the processes undertaken in order to determine the ideas and information that needs to be shared both vertically and horizontally in the chain which in turn will deliver compliance with stakeholder requirements and drive continuous improvement.Research limitations/implications -The limitations of the research have been discussed in the paper. Originality/value -This research is of value to those working in the poultry meat supply chain.

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“…These reasons can prevent companies and organizations from participating in an accurate and reliable benchmarking process. Davies & Kochar (1999); Adebanjo et al (2010) suggested that in order to eliminate these barriers to adoption and growth of benchmarking, education and awareness of top management, training and benchmarking skills development are keys to promote benchmarking across all areas of an organization. However, benchmarking needs top management support and employee participation, education and training to succeed (Lee, 2006).…”

Section: Barriers Of Benchmarkingmentioning

confidence: 99%

Benchmarking Projects: How to Apply It on Non-Industrial Projects

Ikpe¹,

Kumar²,

Jergeas³

2015

BMH

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This case study is an example to demonstrate the application and potential strength of benchmarking and its application on non-industrial projects. The paper provides a review of the benchmarking system, benchmarking process, benefit of benchmarking, benchmarking types and barrier of benchmarking. It also describes the use of benchmarking in different knowledge areas. The research shows example of planned contingency and schedule growth results from oil and gas projects executed in Alberta phases 1 & 2 in CII/COAA database. The CII/COAA benchmarking approach was used to improve performance in projects executed in Alberta. The use of the benchmarking system can contribute to a better project performance on non-industrial projects. It is concluded that this approach can be used to benchmark other kinds of projects on non-industrial projects.

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Why British companies don’t do effective benchmarking

Cited by 16 publications

References 8 publications

Adoption of promising practices: a systematic review of the evidence

Adoption of promising practices: a systematic review of the evidence

Benchmarking the poultry meat supply chain

Benchmarking Projects: How to Apply It on Non-Industrial Projects

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