Supply Chain Performance Measurement

For over a decade, there has been an increasing interest in the use of supply chain methods to improve performance across the entire business enterprise. Numerous industries have recognized the importance of efficient supply chain integration, and, as a result, supply chain management has become a standard part of business practice. The Practice of Supply Chain Management: Where Theory and Application Converge is a must-have volume for users of supply chain management methods, supply chain management researchers, and students in supply chain management. The objective of the book is to provide an overview of this important practice-research cycle, and it is organized into three sections: Core Concepts and Practices; Emerging Supply Chain Practices; and Supply Chain in Action. The focus of the book is on supply chain practice, but supply chain practice that has been heavily influenced by supply chain research. It is this synergy between research and practice that continues to simulate new directions for research.

Research Paper (undergraduate) from the year 2010 in the subject Business economics - Supply, Production, Logistics, grade: 1,2, European School of Business Reutlingen (Business Adminstration), language: English, abstract: The environmental surroundings of most companies have changed radically in recent years. Especially the competitive pressure has risen substantially over the past decades, fuelled by an increased globalization of markets and supply chains. In order to continuously satisfy consumer needs in a timely manner, organizations have to focus on performance and efficiency improvement measures. In terms of supply chain management, performance includes the three dimensions efficiency, effectiveness and flexibility which have to be dealt with on an equal basis. One mean to improve supply chain performance is the linkage between various IT applications involved in the whole supply chain. These efforts and trends are treated under the term electronic supply chain management (E-SCM). There are three major critical success factors for the successful operation of an electronic supply chain. These can be clustered into decision motivation (e.g. a shared vision and a strong motivation), implementation process (e.g. the tight integration of inter-organizational information systems and the re-engineering of inter-organizational business processes) and infrastructure conditions (e.g. agreement upon a shared industry standard). There are numerous benefits of an E-SCM implementation such as increased communication speed and decreased cost in terms of communication, inventory and customer service. Furthermore, E-SCM allows mitigating the bullwhip effect by improv-ing the availability of information throughout the entire supply chain. In addition E-SCM allows organizations to implement an entirely pull-based approach. One downside of E-SCM is the need to make a company's entire business processes transparent, also towards supply chain partners who might be engaged with com

Supply chain management is emerging as one of the most powerful logistics management concepts for improving performance across the entire logistics network. Companies that have already streamlined their internal business process are now working to realise further savings by improving the external business relationships within the more and more complex, linked value-adding business processes in logistics networks. Although the benefits of SCM are well-known in industry, until now companies have only put this concept into practice in a limited way. Therefore, the newly developed integral model of collaborative performance measurement in this book will make a contribution towards easing and supporting improvements in supply chain management as well as giving specific guidelines for its implementation. Furthermore, the author provides newly developed key performance indicators that enable the measurement of the performance of co-operation across the extended enterprise in a supply chain environment. Based on case studies, the integral model, in close connection to the SCOR model, was applied and has proven its applicability in industrial practice. This book presents a rich variety of concepts and methods for industrial engineers, business managers, engineers and consultants as well as success stories in supply chain management.

Research Paper (undergraduate) from the year 2010 in the subject Business economics - Supply, Production, Logistics, grade: 1,2, European School of Business Reutlingen (Business Adminstration), language: English, abstract: The environmental surroundings of most companies have changed radically in recent years. Especially the competitive pressure has risen substantially over the past decades, fuelled by an increased globalization of markets and supply chains. In order to continuously satisfy consumer needs in a timely manner, organizations have to focus on performance and efficiency improvement measures. In terms of supply chain management, performance includes the three dimensions efficiency, effectiveness and flexibility which have to be dealt with on an equal basis. One mean to improve supply chain performance is the linkage between various IT applications involved in the whole supply chain. These efforts and trends are treated under the term electronic supply chain management (E-SCM). There are three major critical success factors for the successful operation of an electronic supply chain. These can be clustered into decision motivation (e.g. a shared vision and a strong motivation), implementation process (e.g. the tight integration of inter-organizational information systems and the re-engineering of inter-organizational business processes) and infrastructure conditions (e.g. agreement upon a shared industry standard). There are numerous benefits of an E-SCM implementation such as increased communication speed and decreased cost in terms of communication, inventory and customer service. Furthermore, E-SCM allows mitigating the bullwhip effect by improv-ing the availability of information throughout the entire supply chain. In addition E-SCM allows organizations to implement an entirely pull-based approach. One downside of E-SCM is the need to make a company’s entire business processes transparent, also towards supply chain partners who might be engaged with competitors. A further danger of E-SCM is to over-rely on speed rather than on flexibility.

Seminar paper from the year 2023 in the subject Business economics - Business Management, Corporate Governance, grade: A, Dedan Kimathi University of Technology, course: Supply Chain Management, language: English, abstract: A measurement and management system of supply chain performance is paramount for supply chain to achieve competitive differentiation. This paper pays attention to the concept of supply chain and performance management and significance of measuring supply chain performance. It also deals with supply chain performance and metrics, characteristics of a good performance metric, types and categories of supply chain performance metrics, methods and approaches of measuring supply chain performance, and finally, information required when measuring supply chain performance. Performance is the ability to meet certain criteria's, the time it takes, and the path used to get there. Supply chain performance is defined as the ability of the supply chain to deliver the right product to the correct location at the appropriate time at the lowest cost of logistics. This definition takes into account the time of delivery, cost, and value for the end consumer. The authors believe that this definition includes the most important aspects of the supply chain.

Wie lassen sich verschiedene Supply Chain-Strategien abgrenzen und welche Gestaltungsempfehlungen können bezüglich eines differenzierten, auf die individuelle Supply Chain-Strategie zugeschnittenen Performance Measurement gegeben werden? Anke Giese untersucht vor dem Hintergrund dieser Frage zunächst diverse Möglichkeiten zur Typologisierung von Supply Chain-Strategien und stellt einen Ansatz zur Abgrenzung unterschiedlicher Supply Chain-Typen vor. Auf Basis dieser Typologisierung wird ein differenziertes, prozessorientiertes Konzept zur Einführung eines Performance Measurement entwickelt. Im Rahmen der Vorbereitungsphase werden dabei Fragen der Strategieableitung sowie der organisatorischen Verankerung eines Performance Measurement in den verschiedenen Supply Chain-Typen diskutiert. Somit werden für alle im Rahmen der Einführung eines Performance Measurement-Konzepts zu treffenden Entscheidungen Handlungsempfehlungen abgeleitet, die jeweils in Abhängigkeit von dem zugrunde liegenden Supply Chain-Typ diskutiert werden.​

Diplomarbeit aus dem Jahr 2009 im Fachbereich BWL - Industriebetriebslehre, Note: 1,3, FernUniversität Hagen (Lehrstuhl für Betriebswirtschaft insbes. Produktions- und Investitionstheorie), Sprache: Deutsch, Abstract: Supply Chain Management und Performance Measurement sind Ergebnisse der beiden jüngsten großen Paradigmenwechsel der Betriebswirtschaftslehre Ende des 20. und Anfang des 21. Jahrhunderts. Mehr und mehr gelangte man zu der Erkenntnis, daß Integration und Management von Schlüsselprozessen über alle Mitglieder einer Supply Chain hinweg den Erfolg der Einzelunternehmung ausmachen. Ein wesentliches Element der Unternehmensführung ist das Controlling, welches sich aufgrund der neuen Anforderungen des Supply Chain Managements stetig weiterentwickelt hat. Der zweite große Paradigmenwechsel wurde in den 1980er und -90er Jahren ausgelöst. Neue Begriffe wie "Lean Production" oder "TPM" wurden mit Inhalten und Konzepten versehen. Dieser Ansatz der Unternehmensführung brachte es mit sich, daß auch die bisher existierenden Controlling-Konzepte zur Leistungsmessung und -beurteilung von Unternehmungen modifiziert werden mußten. Konzepte des Performance Managements und Performance Measurements nahmen ihren Einzug in die Wirtschaft. Bisher werden modernes Supply Chain Management und die modernen Arten des Controllings noch nicht umfassend in der Literatur zusammengeführt. Das Supply Chain Controlling schafft eine Informationsbasis für die Supply Chain Partner und definiert den Begriff der Leistung (sprich: Performance) für die Kooperationspartner. In der aktuellen Forschung steht die Balanced Scorecard als klassisches Werkzeug des Performance Measurements auch für Supply Chains zur Verfügung. Die Betrachtung und Untersuchung anderer, weniger bekannt gewordener Konzepte des Performance Measurements im Hinblick auf ihre Anwendbarkeit für Supply Chains bleibt dabei etwas zurück. Vorliegende Arbeit will den Rahmen abstecken, innerhalb dessen sich das Performance Measurem