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Purpose In most cases, the conventional assessment of value streams is based on key performance indicators (KPIs) like the share of added value, the degree of flow or a comprehensive lead time analysis. To evaluate cross-enterprise value streams of manufacturing, business or service processes in detail, a holistic methodology is needed. The paper aims to discuss this issue. Design/methodology/approach In this research paper, the assessment of value streams within complex cross-company networks is described. After a presentation of relevant KPIs in the fields of value stream management (VSM) and supply chain management (SCM), an approach for a cross-enterprise evaluation of value streams on different levels of detail is shown. In addition, the use of an absolute VSM evaluation, in contrast to a relative VSM assessment, is examined. Findings Based on a uniform and well-balanced set of KPIs and other VSM and SCM parameters, a performance assessment on different levels of value stream detail is enabled. Further investigations reveal the advantages of a relative compared with an absolute VSM assessment. Research limitations/implications In addition to a comprehensive overview of existing KPIs for a value stream assessment beyond company borders, a holistic and multi-level VSM approach is presented in this paper. In contrast to existing VSM approaches, the described method allows an evaluation and subsequent improvement of value streams within supply chain networks. Up to now, the presented approach for the assessment of cross-enterprise value streams has only been tested in specific industrial environments. In future, the proposed methodology shall also be validated for other process types like business, service or further manufacturing processes. Practical implications The described cross-company performance measurement approach shows a high practical relevance for organizations operating in supply chain networks. Due to the integrated use of different VSM parameters, the evaluation of highly interconnected value streams across corporate boundaries is facilitated. By means of a case study, the proposed methodology is validated under real industry conditions and proves its practical applicability. Originality/value One of the novel features of this research is the extension of the traditional VSM method with respect to a relative evaluation of value streams based on a set of significant KPIs. In addition, the allocation of these KPIs to different value stream layers and categories leads to an innovative approach for a multi-level assessment according to the needs of the specific VSM application, e.g. a more standardized use of VSM in complex supply chain networks.

The main objectives of this chapter are to elucidate the necessity of a standardized value stream management (VSM) and to clarify how this standard can effectively increase corporate performance within cross-enterprise supply chain networks (SCNs). VSM is an effective tool to collect, evaluate, and continuously improve product and information flows within companies in a common and standardized manner. The findings of this chapter are not only valid for consistent product and information flows but are representative for the relevance of standards in general. In a globalized economy, standards need to be generally accepted and valid for all countries. Thus, corporate or national standards only have limited impact. The International Standardization Organization (ISO) provides the means to develop, negotiate and communicate standards, which are globally binding. This chapter shares the experience of ISO 22468 standard development within ISO/TC 154 WG7 and proves its applicability by an administrative use case.

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This article describes how on the way towards a reliable and efficient collaboration in global supply chain networks, organizations are seeking for suitable methods and tools to enhance product and information flows. Based on the evolving Lean Manufacturing methodology in combination with the increased exploitation of ICT, new and diverse Value Stream Management (VSM) approaches are currently used. Thus, a common VSM standard is sought to analyze and visualize valuable data and to synchronize capacities and flows. In this article, the authors present a review of existing VSM approaches, patents and software solutions. Furthermore, a classification comprising four categories that serve as a basis for the ongoing VSM standard development within ISO/TC 154 and a case study of an administrative value stream are shown.