Key performance indicators and set-points in sugar beet processing

2021 ◽  
pp. 272-283
Author(s):  
Jan Maarten de Bruijn
Keyword(s):  
Sugar Beet ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Theoretical Background ◽  
Process Equipment ◽  
Control Parameters ◽  
Process Technology ◽  
Extensive Experience

Each sugar factory needs appropriate guidance to produce the desired white sugar product and co-products in their installed process equipment from the received sugar beet in a cost-effective way. Based on the generally known principles of sugar technology and supported by the extensive experience in beet sugar processing, this paper provides an overview of important key performance indicators (KPIs) which a factory could use as targets to optimize their beet processing. The recommended technological process set-points, which are required to fulfil the defined KPI targets, will be covered too. The theoretical background of sugar process technology is at the basis for the determination of the recommended process control parameters and will be used to explain the preferred choices of KPIs and process set-points.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

scholarly journals Pre-conceptual-schema-based patterns for deriving key performance indicators from strategic objectives

2017 ◽  
Vol 37 (2) ◽  
pp. 120-128
Author(s):  
Carlos Mario Zapata Jaramillo ◽  
Luis Fernando Castro Rojas
Keyword(s):  
Performance Measurement ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Business Success ◽  
Conceptual Schema ◽  
Strategic Objectives ◽  
Systematic Derivation ◽  
Derivation Process ◽  
Organizational Objectives

Performance measurement is crucial for achieving business success. Moreover, such success is also related to the fulfillment of the organizational strategic objectives. Hence, an adequate determination of relevant performance indicators—or key performance indicators (KPIs)—and their relationships to organizational objectives is needed. Even though several approaches for treating KPIs and objective-KPI relationships have been proposed, they exhibit some drawbacks associated with the lack of reusability and traceability. We attempt to fill this gap by proposing a set of patterns based on pre-conceptual schemas for supporting the systematic derivation of KPIs and their relationships to organizational objectives. In this way, the proposed patterns guarantee a reusable and traceable derivation process of a set of candidate KPIs from organizational strategic objectives. Lastly, we provide a lab study in order to illustrate the usefulness of this proposal.

IMPACT OF REVENUE ACCOUNTING POLICIES ON KEY PERFORMANCE INDICATORS

2021 ◽  
Vol 2 (3) ◽  
pp. 16-23
Author(s):  
G. A. ARUTYUNYAN ◽  
◽  
M. A. VAKHRUSHINA ◽  
Keyword(s):  
Internal Control ◽  
Performance Indicators ◽  
Business Strategy ◽  
Performance Indicator ◽  
Management Accounting ◽  
Key Performance Indicators ◽  
Theoretical Approaches ◽  
A Performance

The article highlights the theoretical approaches for determination of a performance indicator as a tool for management accounting and internal control of a business, on the basis of which various decisions regarding business strategy and personnel motivation may be made. The analysis showed that it is important not only the approach of their definition, but also the data for determination of these indicators. The article provides recommendations for the preparation of accounting policies for revenue accounting in accordance with IFRS 15, which may significantly affect the performance indicators of the company.

Determination of key performance indicators for measuring airport success: A case study in Libya

2018 ◽  
Vol 68 ◽  
pp. 28-34 ◽  
Author(s):  
Mohamed Eshtaiwi ◽  
Ibrahim Badi ◽  
Ali Abdulshahed ◽  
Turan Erman Erkan
Keyword(s):  
Performance Indicators ◽  
Key Performance Indicators

scholarly journals Determining the KPIs of the German engineering industry based on the evaluation of contemporary business models

2021 ◽  
Vol 26 (3) ◽  
pp. 3-36
Author(s):  
Konstantin Kostin ◽  
Kristina Steinbiß ◽  
Oliver Petrinovic
Keyword(s):  
Business Model ◽  
Performance Indicators ◽  
Business Models ◽  
Key Performance Indicators ◽  
Engineering Industry ◽  
Literature Research ◽  
The Relationship ◽  
Expert Surveys

This study determines the correlation between industry-specific success patterns of the German engineering industry and the business models applied within. In order to identify this correlation, the following objectives are addressed within the framework of this paper: (1) identification and description of business models used by the German engineering industry; (2) analysis of industry-specific success patterns of the German engineering industry by the usage of Key Performance Indicators (KPIs); and (3) determination of correlation between the KPIs and the effectiveness of the business models of the German engineering industry These objectives are mainly achieved by literature research and expert surveys. The findings highlight the KPIs (overall 41) that are relevant for the respective business models. This enables a better understanding of the interrelationships of the business model, in order to derive relevant conclusions. The paper contributes to the literature as it advances this field of research in Germany, and it is one of the first studies to examine the relationship between business models and industry-specific success patterns with relevant KPIs.

scholarly journals Linking a performance management system and competencies: Qualitative research

2019 ◽  
Vol 11 (1) ◽  
pp. 51-67 ◽  
Author(s):  
Veronika Korenková ◽  
Ján Závadský ◽  
Marcin Lis
Keyword(s):  
Qualitative Research ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Business Performance ◽  
Key Performance Indicators ◽  
Theoretical Background ◽  
Performance Management System ◽  
Competency Based ◽  
A Performance

Abstract The main purpose of the paper is to identify the group of indicators that are most widely used in the manufacturing area worldwide, to identify the responsibility and authority for measuring and evaluating business performance, and to create an illustrative competency-based model for a performance management system within a business. The paper covers two areas that are important in the maintenance of sustainable business performance. The first area focuses on a performance management system and its key performance indicators as an important element in every performance management system within a business. The article also presents the theoretical background of the Z-MESOT method, which is applied to define the consistency of these indicators in practice. The second area is dedicated to defining a competency-based model and competences related to the measurement and assessment of performance, which have been extracted from other general competences. This paper presents findings from qualitative research to eliminate the bottlenecks of the Z-MESOT matrix that was transposed into a questionnaire. The questionnaire, as well as structured interviews, helped identify differences in responsibility attributes of the Z-MESOT matrix regarding the size of the researched businesses. The paper offers a list of competences related to the key performance indicators that can be used for following theoretical and practical research.

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