Benchmarking supply chain management: finding best practices

Andersen, Bjørn; Fagerhaug, Tom; Randmæl, Stine; Schuldmaier, Jürgen; Prenninger, J.P.

doi:10.1108/08858629910290139

Cited by 39 publications

(20 citation statements)

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“…Firms need to develop a strategy for process improvement in logistics. This strategy can increase the knowledge about the supply chain management process, and enable industrial partners to learn from best practice (Andersen et al, 1999). In many industries, supplier relationships have moved from a somewhat adversarial approach to one of assistance and guidance in performance assessment and benchmarking within the supply chain network.…”

Section: Performance Measurement In Logisticsmentioning

confidence: 98%

An empirical examination of performance measurement for managing continuous innovation in logistics

Soosay

Chapman

2006

Knowl Process Manag

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Performance measurement within organisations identifies areas of a business that need attention and improvement. The measurement and control of logistics performance requires the selection of critical performance measures and the development of information systems to gather required data, report on variance analysis and recommend corrective action. The logistics function is increasing in its strategic importance as more and more firms in developed economies such as Singapore and Australia are forced to compete globally to survive. Innovative firms measure outcomes of strategies and action plans to ensure that systems and processes allow for continuing improvement. The key objective of the research reported in this paper was to investigate the performance measures used in logistics firms and their significance in enabling improvements and continuous innovation in logistics operations. The study adapted and refined the CIMA model for Continuous Innovation and used it as the basis for indepth case studies on 10 firms from Singapore and Australia. The findings show that logistics firms are placing an increasing importance on performance measurement, and using a broader spectrum of performance measures, due to the dynamic business environment. This study provides important lessons for managers in logistics organisations (and in organisations that include a logistics function) because the timely and effective measurement of outcomes is imperative for firms wishing to examine the effectiveness of their innovation processes and competitiveness in the marketplace.

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Section: Performance Measurement In Logisticsmentioning

confidence: 98%

An empirical examination of performance measurement for managing continuous innovation in logistics

Soosay

Chapman

2006

Knowl Process Manag

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“…Benchmarking means the measuring of both your own and one or several benchmarking targets' capacity, processes, methods, et cetera, for comparison and for the registration of improvements. The objective is to learn from the benchmarking partner in order to improve and intensify own operations (Andersen et al, 1999). In a wellfunctioning continuous activity, the supportive measures of the operating model are founded on the commitment of the management, resources, training, goalorientedness, operating system and training.…”

Section: Resultsmentioning

confidence: 99%

Section: Research Design and Methodologymentioning

confidence: 99%

Continuous Improvement Proposal Process and Operating Model

Tervonen¹,

Haapasalo²

2012

JOMS

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The objective of this study is to create a harmonised continuous improvement operating model. In this study, the theoretical framework for continuous improvement was established on the basis of topical research in the field. The empirical part of the study, based on the interviews, is a model of the best continuous improvement operating models of the internal and external interview units is formed. As a research result, an improvement proposal model is presented. In the model, the continuous improvement activity and suggestion scheme are combined into a single operating model. The operating model combines the requirements of the continuous improvement activity, which have been indicated in the literature, and the observations on the best functioning continuous improvement operating model made in the empirical section. The cornerstones of a successful continuous improvement model are the swift and equal evaluation of the suggestions, encouraging rewards, recognition and feedback. A supportive organisational culture will make it easier for the continuous improvement model to succeed. The support of the management is crucial for the activities.

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“…As opposed to continuous improvement, benchmarking facilitates the realization of so-called breakthrough improvements as indicated in Figure 4 (Andersen et al, 1998).…”

Section: The Current Situation Of Supply Chainmentioning

confidence: 99%

“…Several models exist to describe the sequential steps that a concise benchmarking study is composed of. One of these is the so-called benchmarking wheel (see Figure 5) developed by Andersen et al (1998).…”

Section: The Current Situation Of Supply Chainmentioning

confidence: 99%

Supply chain/electronic hubs: a comparative analysis

Kathawala

Abdou²,

Franck

2002

Benchmarking: An International Journal

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As competition abounds, the efficient organization of a company's supply chain is a vital success factor for companies in today's business world. In recent years, electronic hubs have received great attention, providing buyers and suppliers alike with a means of structuring and streamlining their supply chains in order to create maximum efficiency. Concerning the future of the e-hub environment, online marketplaces are expected to move rapidly toward becoming full service providers, letting e-commerce swallow the entire supply chain. Moreover, distinctions between public and private hubs will likely blur, while only the strongest electronic hubs with the most profitable operations strategies will be able to succeed in the long run. Conducts analysis to the e-hubs supply chain, followed by a comparative analysis of the current situation supported by examples of successful e-hubs. As a consequence, provides a benchmarking basis for organizations wishing to incorporate the know-how and experience of these successful hubs into their own business. Finally, a forecast to future trends in the e-hub market space is conducted along with recommendations. Research methodologyA substantial amount of literature has already been written on the topic of supply chain benchmarking. As yet however, the connection between this topic and the benefits of electronic hubs (e-hubs) is still in need of further elaboration. This article seeks to integrate and enhance the existing literature with new findings on successful e-hub operating practices. Hence, this study is based on an extensive review of existing literature regarding both supply chain benchmarking and operating aspects of e-hubs. The important findings of both areas are summarized and integrated into a framework for comparison. Special emphasis was placed on the coverage of the following points:. According to which criteria can the current e-hub environment be structured?. What characteristics distinguish one e-hub from another and which of these can be regarded as success factors?.What is the status quo of supply chain practice?The research register for this journal is available at

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Benchmarking supply chain management: finding best practices

Cited by 39 publications

References 0 publications

An empirical examination of performance measurement for managing continuous innovation in logistics

An empirical examination of performance measurement for managing continuous innovation in logistics

Continuous Improvement Proposal Process and Operating Model

Supply chain/electronic hubs: a comparative analysis

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