Humanitarian supply chains and performance measurement schemes in practice

2015 ◽  
Vol 64 (6) ◽  
pp. 784-810 ◽  
Author(s):  
Giulia Santarelli ◽  
Hella Abidi ◽  
Matthias Klumpp ◽  
Alberto Regattieri
Keyword(s):  
Performance Measurement ◽  
Supply Chains ◽  
Measurement System ◽  
Performance Indicators ◽  
Disaster Response ◽  
Added Value ◽  
Operational Performance ◽  
Performance Measurement System ◽  
Content Type ◽  
Humanitarian Supply Chains

Purpose – The purpose of this paper is to provide a system for the performance evaluation of humanitarian supply chains. The system will help humanitarian organizations (HOs) to make better decisions, improve their performance, and provide accountability, as well as helping them measure their operational performance during disaster response and reconstruction projects. Design/methodology/approach – A holistic and implementable performance measurement system was developed to measure the operational performance of HOs during disaster response and reconstruction projects. The system is divided into five categories with several key performance indicators (KPIs) being identified for each; identifiers are qualitative and quantitative, as well as financial and non-financial. Findings – Empirical testing of the system demonstrated the low use of existing performance indicators in humanitarian supply chains and the possible added value for HOs to improve their operational efficiency. Social implications – The performance measurement system could help HOs improve their operations and resource allocation. Originality/value – The paper is one of the first research contributions in which a sample of developed KPIs is empirically tested in various HOs. Prior to this paper, a limited number of articles examined the performance of HOs, and no defined system of KPIs existed. By analyzing real results in the field of the humanitarian projects and applying the proposed performance measurement system, it will be possible to define a set of best approaches to improve the effectiveness and efficiency of humanitarian supply chains.

An integrated AHP-based scheme for performance measurement in humanitarian supply chains

2019 ◽  
Vol 68 (5) ◽  
pp. 938-957 ◽  
Author(s):  
Ali Anjomshoae ◽  
Adnan Hassan ◽  
Kuan Yew Wong
Keyword(s):  
Performance Measurement ◽  
Supply Chains ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Information Overload ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Humanitarian Supply Chains ◽  
Humanitarian Organizations ◽  
Integrated Performance

Purpose In recent years, several performance indicators have been proposed in humanitarian supply chains (HSCs). Selecting the most relevant key performance indicators (KPIs) is challenging for some humanitarian organizations (HOs) because it involves a considerable amount of complexity and information overload which could lead to judgment biases in the decision-making process. Existing performance measurement studies lack critical analysis for prioritization of performance indicators. Since the process of KPIs selection and categorization is a complex, domain based and subjective process, a systematic guideline is needed. To address this gap, the purpose of this paper is to propose an integrated performance measurement scheme that can consolidate KPIs into an overall performance score based on the weighting of the performance indicators in HSCs. Design/methodology/approach Data collection was based on questionnaire surveys and direct interviews with practitioners from international HOs. Findings This paper proposes an integrated scheme based on balanced scorecard and analytic hierarchy process for performance evaluation of HOs. Research limitations/implications The respondents were limited to the humanitarian logistics experts from Malaysian-based international HOs. Practical implications The scheme enables the benchmarking of HOs’ performance that could be useful for decision makers in HSCs. Originality/value This paper provides the ranking and prioritization of KPIs in HSCs. The approach presented in this paper enables an effective and integrated performance measurement in HSCs.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vieri Maestrini ◽  
Andrea Stefano Patrucco ◽  
Davide Luzzini ◽  
Federico Caniato ◽  
Paolo Maccarrone
Keyword(s):  
Performance Measurement ◽  
Performance Improvement ◽  
Measurement System ◽  
Structural Equation ◽  
Performance Measurement System ◽  
Content Type ◽  
Performance Improvements ◽  
Supplier Performance ◽  
Performance Measurement Systems ◽  
The Impact

PurposeGrounding on resource orchestration theory, this paper aims to study the relationship between the way buying companies use their supplier performance measurement systems and the performance improvements obtained from suppliers, with relationship trust identified as a mediator in the previous link.Design/methodology/approachThe authors design a conceptual model and test it through structural equation modelling on a final sample of 147 buyer-supplier responses, collected by means of a dyadic survey.FindingsResults suggest that the buyer company may achieve the most by balancing a diagnostic and interactive use of the measurement system, as they are both positively related to supplier performance improvement. Furthermore, relationship trust acts as a mediator in case of the interactive use, but not for the diagnostic. This type of use negatively affects relationship trust, due to its mechanistic use in the buyer-supplier relationship.Originality/valueThe authors’ results contribute to the current academic debate about supplier performance measurement system design and use by analyzing the impact of different supplier performance measurement system uses, and highlighting their relative impact on relationship trust and supplier performance improvement. From a methodological perspective, adopting a dyadic data collection process increases the robustness of the findings.

Development of footprint framework of performance measurement system for SMMOs

2020 ◽  
Vol 17 (5) ◽  
pp. 727-756
Author(s):  
G.S. Dangayach ◽  
Gaurav Gaurav ◽  
Sumit Gupta
Keyword(s):  
Performance Measurement ◽  
Business Model ◽  
Measurement System ◽  
Ease Of Use ◽  
Performance Measurement System ◽  
Barriers To Adoption ◽  
Rapid Improvement ◽  
Research Attention ◽  
Content Type ◽  
Design And Implementation

PurposeThe performance measurement system (PMS), recognized as an important tool for rapid improvement, has found wide applications in the larger organizations and has received a lot of research attention in recent past. PMS adoption in SMEs is low even though SMEs have realized its importance and benefits and are now ready to embrace PMS as a tool for improvement. This paper proposes a novel framework, called the footprint framework, for design and implementation of PMS for SMEs. The proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS.Design/methodology/approachThe theoretical framework was conceptualized and its basis was tested for feasibility using an industry survey. The survey was analyzed using the statistical tools available in the SPSS 24.0 statistical analysis software, and the insights obtained from this analysis were used to shape the proposed framework. The framework was populated for small and medium manufacturing organizations (SMMOs) as a case study. Analytic hierarchy process was used to synthesize the data provided by the survey to build up the proposed framework and its components.FindingsThe footprint framework is a unique framework in the respect that it consists of a set of PMS suited to different company profiles that can be accessed quickly. Any SMMO that desires to determine its future PM requirements has simply to define its probable profile of the future in terms of size, business model and order winner and check the PMS appropriate to that profile from the footprint framework. Thus the SMMO can even prepare for its futuristic PM needs.Research limitations/implicationsThe proposed framework overcomes some of the major barriers to adoption by simplifying the process of design and implementation of PMS. The main advantages of the footprint framework are its simplicity, ease of use, immediate implementation and a built-in knowledge bank.Practical implicationsThis research has proposed a new PMS framework, an out of the box tool that makes it possible for the Indian SMMO to adopt PMS on an instant basis. The footprint framework combines the experience of several researchers and several practitioners to offer a ready-made starter kit that needs no other aid to implement a most appropriate PMS and leverage the industry PM best practices to build the performance measurement knowledge and expertise of the SMMO without going through a protracted learning or training process.Social implicationsThis research has made a novel proposal for a PMS framework by proposing the footprint framework – a PMS framework that is not only an instant, out of the box solution for the SMMOs but also incorporates the know-how to implement the performance measurement complete with information on what to measure, how to interpret and what should be done to improve.Originality/valueThe proposed framework is simple to understand and removes a key barrier of PMS adoption for SMMOs. The user SMMO needs to state its size, business model and order winner from the available options, build up its PMS code, select the matching PMS from the framework and the SMMO is ready to implement the PMS.

scholarly journals Performance measurement for supply chains in the Industry 4.0 era: a balanced scorecard approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guilherme Francisco Frederico ◽  
Jose Arturo Garza-Reyes ◽  
Anil Kumar ◽  
Vikas Kumar
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Supply Chains ◽  
Balanced Scorecard ◽  
Industry 4.0 ◽  
Theoretical Perspective ◽  
Performance Measurement System ◽  
Content Type ◽  
The Balanced Scorecard ◽  
Performance Measurement Systems

PurposeThe purpose of this paper is to present a theoretical approach based on the balanced scorecard (BSC) with regard to performance measurement – PM in supply chains for the Industry 4.0 era.Design/methodology/approachThis paper combines the literature of PM and specifically the BSC with the literature related to the dimensions of supply chain in the context of Industry 4.0.FindingsDimensions extracted from the literature based on supply chains within the context of Industry 4.0 showed a strong alignment with the four perspectives of the BSC, which make it suitable to be considered as a performance measurement system (PMS) for supply chains in this new context.Research limitations/implicationsFrom theoretical perspective, this study contributes to the limited literature on PM for supply chains in Industry 4.0 era. The study proposes a supply chain 4.0 Scorecard and strongly support researchers to conduct future empirical researches in order to get a deeper understanding about PM in supply chains in the Industry 4.0 era. As limitations, the theoretical framework proposed needs further empirical research in other to validate it and obtain new insights over the investigation conducted and presented into this paper.Practical implicationsPractitioners can use this study as a guide to develop more effective performance measurement systems – PMSs in their organizations.Originality/valueThis research is unique as it addresses a significant knowledge gap related to PM in supply chains in the Industry 4.0 era. It brings a significant contribution in terms of understanding how to measure performance in supply chains in this new era.

scholarly journals A performance measurement system for change initiatives

2019 ◽  
Vol 25 (7) ◽  
pp. 1647-1672
Author(s):  
Dag Naslund ◽  
Andreas Norrman
Keyword(s):  
Organizational Change ◽  
Performance Measurement ◽  
Measurement System ◽  
Major Change ◽  
Process Efficiency ◽  
Performance Measurement System ◽  
Change Initiative ◽  
Change Initiatives ◽  
Content Type ◽  
Practical Reality

Purpose The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process).

Agile performance measurement system development: an answer to the need for adaptability?

2019 ◽  
Vol 15 (2) ◽  
pp. 231-256 ◽  
Author(s):  
Kati Tuulikki Stormi ◽  
Teemu Laine ◽  
Tuomas Korhonen
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Management Accounting ◽  
System Development ◽  
Development Project ◽  
Performance Measurement System ◽  
Agile Development ◽  
New Approach ◽  
Content Type ◽  
Agile Methodologies

Purpose The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS). Design/methodology/approach The study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development. Findings The study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability. Research limitations/implications This study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems. Practical implications Companies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures. Originality/value The paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

Performance measurement effects on organizational responses to threats

2015 ◽  
Vol 19 (1) ◽  
pp. 24-32 ◽  
Author(s):  
George Huber
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Measurement System ◽  
Management System ◽  
Organization Design ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to explain how an organization’s performance measurement system can influence the appropriateness of an organization’s responses to threats. Design/methodology/approach – Inductive and deductive reasoning, drawing on major theories and on empirical findings in the management literature. Findings – An organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats and, in these ways, contribute to the organization’s robustness and sustainability. Practical implications – Formation of an appropriate performance management system can prove critical to both detection of and responses to organizational threats. As such, an organizational performance management system can contribute to organizational robustness and sustainability. Originality/value – The idea, that an organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats, is not articulated in the management literature. Thus, the research reported here is original and would seem to have value to the research community, the organization design community (as an organization’s control systems are an important component of its architecture), and the management community.

scholarly journals Humanitarian supply chain performance management: a systematic literature review

2014 ◽  
Vol 19 (5/6) ◽  
pp. 592-608 ◽  
Author(s):  
Hella Abidi ◽  
Sander de Leeuw ◽  
Matthias Klumpp
Keyword(s):  
Supply Chain ◽  
Literature Review ◽  
Performance Measurement ◽  
Supply Chains ◽  
Performance Management ◽  
State Of The Art ◽  
The State ◽  
Content Type ◽  
Humanitarian Supply Chains ◽  
Humanitarian Supply Chain

Purpose – This paper aims to identify the state of the art of performance measurement and management in humanitarian supply chains; to categorize performance measurement indicators in the five supply chain phases of Gunasekaran and Kobu (2007) and evaluate them based on the evaluation criteria of Caplice and Sheffi (1995); and to define gaps and challenges in this field and give insights for future research in this domain. Design/methodology/approach – A literature review has been conducted using a structured method based on Denyer and Tranfield (2009) and Rousseau et al. (2008). The state of the art on humanitarian supply chain performance management with a focus on measurement frameworks and indicators and their applications in practice is classified in three categories. The first category is the definition and measurement of success in humanitarian supply chains. The second category is managing performance, which focuses on describing and analyzing the actual practice of managing performance. The third category shows the challenges in performance management that humanitarian supply chain actors deal with. Findings – Findings reveal that performance measurement and management in humanitarian supply chains is still an open area of research, especially compared to the commercial supply chain sector. Furthermore, the research indicates that performance measurement and management in humanitarian supply chains has to be developed in support of the supply chain strategy. Based on the findings of the literature review on performance measurement and management in the commercial and humanitarian field, a first classification of 94 performance measurement indicators in humanitarian supply chains is presented. Furthermore, the paper shows key problems why performance measurement and management systems have not been widely developed and systematically implemented in humanitarian supply chains and are not part of the supply chain strategy. The authors propose performance measurement guidelines that include input and output criteria. They develop a research agenda that focuses on four research questions for designing, deploying and disseminating performance measurement and management in humanitarian supply chains. Practical implications – The result helps the humanitarian supply chain community to conduct further research in this area and to develop performance measurement frameworks and indicators that suit humanitarian supply chains. Originality/value – It is the first systematic approach to categorize research output regarding performance measurement and management in humanitarian supply chains. The paper shows the state of the art in performance measurement and management in humanitarian supply chains and develops a research agenda.

Process performance measurement system – towards a customer-oriented solution

2015 ◽  
Vol 21 (2) ◽  
pp. 312-331 ◽  
Author(s):  
Uwe Wieland ◽  
Marco Fischer ◽  
Marcus Pfitzner ◽  
Andreas Hilbert
Keyword(s):  
Literature Review ◽  
Performance Measurement ◽  
Measurement System ◽  
Performance Measurement System ◽  
Process Performance ◽  
Customer Requirements ◽  
Design Features ◽  
Content Type ◽  
Critical Design ◽  
Design Recommendation

Purpose – Based on a systematic literature review, requirements on a PPMS are identified in order to derive concrete demands and design features for such a system by using quality function deployment (QFD). The purpose of this paper is to formulate a proposal for design recommendations toward a holistic, customer-oriented Process Performance Measurement System (PPMS). Design/methodology/approach – A literature review is used to identify customer demands and design features that characterize a PPMS. To determine the critical design features of a customer-oriented solution, the QFD method is applied. Findings – The paper confirms that there is currently no published concept for an integrated, holistic PPMS. Therefore it provides a first approach to the formulation of a design recommendation based on the customer requirements and design features. A literature-based weighting facilitates a first identification of critical design features. The identified conditions specify the context which can be regarded as a prerequisite for the application of the system. Research limitations/implications – As a result of the investigation, two main issues were identified, which restrict the complete development of a House-of-Quality matrix and therefore require further research: First, no reliable relationships between the customer requirements and design features could be derived from the conducted content analysis and second, no correlations between the identified design features could be detected. Practical implications – The paper provides a design basis for specific application systems and their information requirement analyses. It can also serve as an evaluation basis for existing software products in the market. Originality/value – The connection of a literature review with the QFD procedure transfers a consolidated state of PPMS research into an applicable design recommendation and therefore supports rigor and relevance of the research.

Measuring the success of a performance measurement system in Thai firms

2012 ◽  
Vol 61 (5) ◽  
pp. 548-562 ◽  
Author(s):  
Nopadol Rompho ◽  
Sakun Boon‐itt
Keyword(s):  
Performance Measurement ◽  
Measurement System ◽  
Measurement Model ◽  
The Body ◽  
Performance Measurement System ◽  
Content Type ◽  
Body Of Knowledge ◽  
Proposed Model ◽  
Confirmatory Factor ◽  
A Performance

PurposeThis study aims to identify what managers involved in the design of a performance measurement system (PMS) perceive are the attributes of a successful PMS.Design/methodology/approachA total of 85 managers from Thai firms were interviewed to develop the proposed model to measure the success of a PMS. Results from 269 returned questionnaires from Thai managers were analysed by second order confirmatory factor analysis (CFA).FindingsBased on the study's findings, success of PMS was categorised into two aspects: design success and implementation success. Using CFA the empirical data demonstrate a good fit with the proposed measurement model.Research limitations/implicationsThe results of this study are based on the opinions of managers and therefore their accuracy is open to question. Adding non‐managerial perspectives might demonstrate another picture.Practical implicationsThe findings could well be useful for managers in any organisation. They can assist the manager in judging whether or not the company's PMS is successful according to the discovered criteria. Use of these criteria could lead to better decision‐making in the design and implementation of a PMS framework in any organisation.Originality/valueThis study enhances the body of knowledge by defining what a successful PMS means to managers in Thai firms. The results of this study can be applied to any country, but perceptions of what is important could vary from country to country.

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