scholarly journals Theoretical research in key performance indicators measurement of logistics service providers

2018 ◽  
Vol 5 (1-8) ◽  
Author(s):  
Reiner Gerald ◽  
Phuoc Van Nguyen
Keyword(s):  
Performance Indicators ◽  
Planning Process ◽  
Service Providers ◽  
Future Generation ◽  
Key Performance Indicators ◽  
Theoretical Research ◽  
Software Systems ◽  
Past Performance ◽  
Business Dynamics ◽  
Insight Into

The output of a planning process is a set of assigned individual tasks to resources at a certain point in time. This paper focuses on the performance parameters and objectives that play a role in the planning process. In order to gain insight into the factors which play a role in designing new software systems for Logistical Service Providers (LSPs). Therefore, we study the area of Key Performance Indicators (KPI). Typically, KPIs are used in a post-ante context: to evaluate a company’s past performance. We reason that KPIs should be utilized in the planning phase as well. The paper describes the extended literature survey that we conducted and introduces a novel framework that captures the dynamics of competing KPIs by positioning them in the practical context of an LSP. This framework could be a valuable input into the design of a future generation of information systems capable of incorporating the business dynamics of today’s LSPs.

scholarly journals Key performance indicators of cooperative planning processes: Case study results from German sport science and physical activity promotion projects

2021 ◽  
Author(s):  
R. Sommer ◽  
S. Linder ◽  
H. Ziemainz ◽  
P. Gelius
Keyword(s):  
Physical Activity ◽  
Performance Indicators ◽  
Planning Process ◽  
Action Plan ◽  
Physical Activity Promotion ◽  
Key Performance Indicators ◽  
Activity Promotion ◽  
Study Results ◽  
Sports And Physical Activity ◽  
Cooperative Planning

Abstract Objective The aim of this study was to map the phases and individual steps of the cooperative planning process, a specific participatory approach frequently used in German sports and physical activity promotion, and to explore facilitators, barriers, and challenges experienced by those leading its implementation in selected projects. Background More than half of the global population is not physically active enough. Therefore, the demand for more effective physical activity programs is growing. Participatory-based interventions, using the cooperative planning process, offer the potential to plan new programs that match population group and setting characteristics. This approach was extensively applied in German sports and physical activity fields, serving as a mechanism to develop and implement specific measures to change the population’s behaviour. We analysed four German empirical projects promoting sports and physical activity to identify how the approach was adapted to each project, which phases were considered, and which key performance indicators enhanced (facilitators), exacerbated (barriers), or challenged the process. Methods This study used a mixed-methods approach, including a systematic analysis of documents (n = 10) and in-depth, semi-structured interviews (n = 4) with the empirical projects’ scientific members. Results The cooperative planning process was shaped across its phases by several facilitators, challenges, and barriers. Diverse assessment procedures and recruitment tools can facilitate preparation of the process, while moderation requires particular attention during the development phase. Identifying a champion in the transition subphase and providing ongoing scientific counselling can assure the implementation of an action plan with tailored measures for sports and physical activity promotion. Conclusions This study contributes to a better understanding of the complexity of the cooperative planning approach and, therefore, flexibility in sports and physical activity promotion projects. Many preparation actions, several challenges in the planning process, and a critical transition in implementation responsibilities should be considered by future projects intending to adopt the approach.

An Integrative Framework for Strategic Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Mark Xu ◽  
G. Roland Kaye
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Competitive Intelligence ◽  
Integrative Framework ◽  
Strategic Intelligence ◽  
Intelligence Activity ◽  
Insight Into

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.

scholarly journals Measurement challenges of supply chain performance in complex shipping environments

2018 ◽  
Vol 3 (4) ◽  
pp. 431-448 ◽  
Author(s):  
Photis Panayides ◽  
Odd Jarl Borch ◽  
Anastasiya Henk
Keyword(s):  
Supply Chain ◽  
Performance Indicators ◽  
Oil And Gas ◽  
Service Providers ◽  
Key Performance Indicators ◽  
Operational Environment ◽  
Long Distance ◽  
Content Type ◽  
Logistics Service ◽  
Context Specific

Purpose Logistics service performance measurement (PM) is a fundamental activity pertaining to the achievement of logistics goals and the improvement of services. The choice of logistics PM criteria depends on stakeholder goals and expectations, including logistics service providers, customers and government and regulatory institutions. PM is especially challenging in areas where high values are at stake, several actors are involved and uncertainty about cause-and-effect relations is high. This paper aims to examine the measurement of performance in offshore oil and gas logistics, which has unique characteristics such as a supply chain (SC) exposed to a harsh environment, the presence of several independent carriers and a highly specialised and costly set of vessels involved in long-distance transport legs. Design/methodology/approach The study is designed as a multiple case study of two Norwegian shipping companies and two international oil and gas companies. Data were collected from several parts of the offshore service SC in several Arctic oil and gas fields. Findings This paper sheds light on the performance of the SC and presents key performance indicators for logistics operations. It concludes that the measurement of SC performance must be context-specific and emphasis needs to be placed on the degree of uncertainty and inter-dependency related to the SC in question. Originality/value The study suggests a list of context-specific key performance indicators for offshore logistics with a special emphasis on the peculiarities of a harsh operational environment.

scholarly journals STRATEGIC PLANNING OF SHOPPING CENTRE ACTIVITIES BASED ON KPI

2021 ◽  
Author(s):  
Inna Koblianska ◽  
Nataliia Stoyanets
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Success Factors ◽  
Business Processes ◽  
Planning Process ◽  
Key Performance Indicators ◽  
Operating Costs ◽  
Shopping Center ◽  
Complex Object ◽  
Efficiency Indicators

Trade is one of the most intensive growing industries in Ukraine. This necessitates the study and deepening of the methodological foundations of strategic management of enterprises in this industry using modern tools, in particular, key performance indicators. The purpose of this article is to characterize the main business processes and to develop key performance indicators that can form the basis for strategic planning of the shopping center. There is suggested that the overall efficiency of the mall depends on a set of success factors: space, administration, and marketing. In view of this, focusing only on marketing aspects is not sufficient, when determining the key performance indicators for the shopping center; other parameters of the mall’s activities need to be reflected in the strategic plan too (through the relevant goals and indicators): production and operational, administrative. There is proposed a system of Key Performance Indicators to measure the activity of the mall as a complex object: results, cost, functioning, and efficiency indicators. The group of indicators measuring results includes the following KPIs: revenue, profit, use of the area of the mall. Cost KPI group embraces operating and capital expenditures. The group of functioning indicators involves the following KPIs: the number of visitors for the period, the share of permanent leasers, the share of leasers who terminated the lease agreement for the last year, the share of visitors who positively assess mall’s services, and the share of vacant space. The group of efficiency indicators includes the following KPIs: operating costs per unit of area, operating costs per 1000 visitors, profit per unit of area, rental rate. The proposed integral KPIs for the mall as a complex can be transformed into a system of indicators at the level of individual business processes (production and operation, administration, marketing), certain departments, and positions. Use of these indicators allows both to improve the quality of the mall’s strategic planning process and to form an appropriate informational basis for further control.

scholarly journals Single European Sky: The progress so Far

2020 ◽  
Author(s):  
Anna Motyka ◽  
Eric Tchouamou Njoya
Keyword(s):  
Environmental Impact ◽  
Performance Indicators ◽  
Cost Efficiency ◽  
Service Providers ◽  
Key Performance Indicators ◽  
European Level ◽  
Charging Rate ◽  
Problematic Area ◽  
Navigation Service

This paper aims to assess the progress made towards the implementation of a Single European Sky (SES). It examines the program’s four main key performance indicators - environmental impact, safety, cost efficiency and capacity - and depicts in more detail the sequence of changes in each problematic area, thereby providing a better visualization of the main milestones and the issues hindering proposed reforms. The paper concludes that the overall process of reforming European airspace within SES has been slow and delayed, partly due to a lack of cooperation and commitment from air navigation service providers and states to deliver the information needed and apply desired amendments. The paper recommends several actions, which could improve the SES performance, including among others the implementation of incentives to meet the program’s objectives, as well as penalties for lack of cooperation, and the introduction of a common en-route charging rate at the European level.

Optimalisasi Key Performance Indicators (KPI) Melalui Pendekatan Balance Scorecard Upaya Mengimplementasikan Performance Management System (PMS) Pada Perguruan Tinggi

CCIT Journal ◽  
2012 ◽  
Vol 6 (1) ◽  
pp. 17-34
Author(s):  
Untung Rahardja ◽  
Muhamad Yusup Eva ◽  
Rosyifa Rosyifa
Keyword(s):  
Performance Indicators ◽  
Management System ◽  
Educational Institution ◽  
Key Performance Indicators ◽  
Individual Performance ◽  
The State ◽  
Public Institution ◽  
Performance Measurement System ◽  
Educational Institutions ◽  
Successful Implementation

SQL Server Reporting Services is a way to analyze data, create reports using the indicators and gauges. Indicators are minimal gauges that convey the state of a single data value at a glance, and most are used to represent the state of Key Performance Indicators. Manage and harmonize the performance of an institution's educational institutions, especially universities with the performance of individuals or resources, no doubt is one of the essential elements for the success of an entity of the institution. Integrate the performance of an educational institution with individual performance is not an easy process, and therefore required a systematic approach to manage it. Implementation of a strategic management system based Balanced Scorecard can be used as a performance measurement system that will continuously monitor the successful implementation of the strategy of any public educational institution and measure the performance of its resources in a comprehensive and balanced, not the quantity but the emphasis is more concerned with the quality, so the performance of educational institutions at any time can be known clearly. Contribution of Key Performance Indicators to manage and harmonize the performance of any public institution is a solution in providing information to realize the extent of work that has set targets, identify and monitor measures of success, of course, with performance indicators show a clear, specific and measurable.

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

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