A Current Review of Supply Chain Performance Measurement Systems

Tripathi, Shubham; Gupta, Manish

doi:10.1007/978-981-13-6412-9_4

Cited by 11 publications

(12 citation statements)

References 79 publications

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“…Order planning, delivery link, customer service and satisfaction, Supply chain and logistics cost (Gunasekaran et al, 2004); Resources, Output and Flexibility (Beamon, 1999); Balanced Score card, e.g. Financial perspective, customer perspective, organisational perspective and innovation perspective (Bullinger et al, 2002); Financial/ non-financial measures and internal/external measures (Rana and Sharma, 2019;Avelar-Sosa et al, 2019); Supply chain operations reference (SCOR) model which focuses on four basic supply chain processes: (1) plan; (2) source; (3) make; (4) deliver (Tripathi and Gupta, 2019) Key Performance Indicators suitable for relief supply chains (Beamon and Balcik, 2008;Santarelli et al, 2015;Nath et al, 2017); Development of performance measurement systems and frameworks (e.g. Balanced Score Card, Supply Chain Operations Reference model) (Anjomshoae et al, 2017(Anjomshoae et al, , 2019Lu et al, 2016;Schiffling and Piecyk, 2014); Identification of critical success factors (Yadav and Barve, 2015;Celik et al, 2014;Oloruntoba, 2010;Beresford and Pettit, 2009); Operational performance (Santarelli et al, 2015); Self-reliance of encamped refugees performance measurement (Sch€ on et al, 2018); Response capacity of a relief supply chain performance measures (Acimovic and Goentzel, 2016); Balanced Score Card that includes financial, customer, internal business processes and learning and innovation (Anjomshoae et al, 2019); An integrated performance measurement framework (Anjomshoae, et al, 2019) Table 3.…”

Section: Service Deliverymentioning

confidence: 99%

Enhancing service delivery in humanitarian relief chains: the role of relational capital

Namagembe

2020

JHLSCM

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PurposeThe study examined the influence of relational capital on inter-cluster coordination and service delivery of humanitarian organisations; the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.Design/methodology/approachData was collected from 60 humanitarian organisations. Potential respondents were five officers from each humanitarian organisation involved in delivering humanitarian assistance. Respondents from the different organisations were selected using purposive sampling. The SPSS software, SMART PLS and CB-SEM software were used to obtain results on the influence of relational capital on inter-cluster coordination and service delivery in humanitarian organisations; and the mediating and moderating role of inter-cluster coordination on the relationship between relational capital and service delivery.FindingsFindings indicated that relational capital influences inter-cluster coordination and service delivery in humanitarian relief chains; inter-cluster coordination partially mediates the relationship between relational capital and service delivery in humanitarian relief chains; and no interactive effect was found when the moderation effect of inter-cluster coordination on the relationship between relational capital and service delivery in humanitarian organisations was examined.Research limitations/implicationsThe study was mainly focused on humanitarian organisations excluding beneficiaries and the logistics suppliers. The research has implications to decision-makers in government and humanitarian organisations concerned with providing relief aid to beneficiaries.Originality/valueThe influence of relational capital on inter-cluster coordination and service delivery in humanitarian relief chains; the mediating role and moderating role of inter-cluster coordination on the relationship between relational capital and service in humanitarian relief chains are aspects that have not been given significant attention empirically.

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Section: Service Deliverymentioning

confidence: 99%

Enhancing service delivery in humanitarian relief chains: the role of relational capital

Namagembe

2020

JHLSCM

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“…In general terms, a supply chain is the network that includes all the operators, organizations, resources, activities and technologies involved in the creation and sale of a product: from the supplier to the delivery of the finished product to the end user (Tripathi and Gupta 2019 ). The strength of a supply chain corresponds to the strength of its weakest link, as variability increases with the considerable number of processes that go to make it up.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Settembre-Blundo

González-Sánchez

Medina-Salgado

et al. 2021

Glob J Flex Syst Manag

185

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Risk management plays a key role in uncertain times, preventing corporations from acting rashly and incorrectly, allowing them to become flexible and resilient. A global turbulence such as the COVID-19 pandemic has had a strong impact on individual companies and entire economic sectors, raising the question of whether a paradigm shift is necessary, in order to enable a new cycle of development that is much environmentally, socially and economically sustainable. This environmental and socio-economic context of profound uncertainty forces organizations to consider more carefully the risk factors affecting their business continuity, as well as how these factors relate to sustainability issues. However, there is a gap in knowledge about how risk management systems relate to sustainability management systems, and how both of them exert influence on business performance, especially from a theoretical point of view. The aim of this study is to address this gap, by developing a new interpretative framework for the analysis of risk management strategies in organizations. This approach has been identified in economic hermeneutics as an innovative methodological tool to improve the knowledge of risk and design the most appropriate management strategies. The paper provides two main results: the first one is the construction of a theoretical model that relates risk management to sustainability management; the second one is an operational framework of multidimensional risk assessment useful for analysis at different levels (business, competitive scenario and system). Finally, the model also makes it possible to carry out a sustainability assessment through risk evaluation in the perspective of the sustainable development goals.

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“…The performance indicators vary as well considering diverse sectors of industry and varying goals of different supply chains. The effectiveness of the SCM process is evident through increased adaptation of the SCM system by companies for leveraging their performance (Tripathi and Gupta, 2019). All the updates related to the SCM serve as an assessment system for both inter-firm and intra-firm and are suggested to be useful for identifying the opportunities to increase SC effectiveness and competitiveness.…”

Section: Literature Reviewmentioning

confidence: 99%

Effectiveness of performance measurement framework on manufacturers supply chain – case of Saudi Arabia

El-Garaihy¹

2021

JFM

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Purpose This study aims to provide a collaborative supply chain system using a combination of two already existed methods, i.e. levels of decision-making and supply chain operation reference (SCOR). Design/methodology/approach A two-phase methodology was conducted based on field analysis and survey analysis. Field analysis included a critical analysis of literature related to supply chain performance measurement and identified related indicators. Findings In a survey analysis, a questionnaire was developed to test the established indicators from managers and employees of manufacturing companies. It formulated a novel model for the performance measurement of the supply chain (SC) which included 4 factors (customer, efficiency, flexibility and product), with a total of 31 sub-components. Originality/value The structure provides a tied horizontal (SCOR) and vertical (progressive decision) in relation to the features that characterize the SC performance. This system enables the decision-makers to make decisions at the strategic, tactical and operational levels. It reflects the performance measures reliability, authenticity and its application in various SC. It also improves communication with the regional party while ensuring a preventive schedule for maintenance.

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A Current Review of Supply Chain Performance Measurement Systems

Cited by 11 publications

References 79 publications

Enhancing service delivery in humanitarian relief chains: the role of relational capital

Enhancing service delivery in humanitarian relief chains: the role of relational capital

Flexibility and Resilience in Corporate Decision Making: A New Sustainability-Based Risk Management System in Uncertain Times

Effectiveness of performance measurement framework on manufacturers supply chain – case of Saudi Arabia

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