Logistics performance measurement in the supply chain: a benchmark

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to describe the state of logistics performance measurement in corporations based in the USA. Design/methodology/approach -A triangulation approach is used, including, a Delphi study involving more than 100 practitioners, academics, and consultants identified as logistics experts; personal interviews conducted with 55 executives of 20 firms identified by the Delphi study; and a questionnaire mailed to supply chain and logistics executives at over 3,300 firms in 25 industries. Findings -Most US firms do not comprehensively measure logistics performance. The focus continues to be on performance within the organization and not on performance between and across firms.Research limitations/implications -Self-report surveys completed by a single respondent from each firm introduce subjectivity and bias to the study. The sample frame of organizations may not represent the universe of US companies, nor can findings be generalized to other countries. Practical implications -There are great opportunities for logistics cost reduction and performance improvement within firms and across the supply chain. Firms can and should collaborate with their trading partners to implement appropriate measures of logistics and supply chain performance. Originality/value -This paper provides a benchmark for organizations assessing the quality of their logistics performance measurement practices and helps identify opportunities for significant improvement.

A decision support model for identification and prioritization of key performance indicators in the logistics industry

“…However, the performance measurement and indicators with respect to 3PL companies have received only limited interest from both researchers and practitioners (Rajesh et al, 2012). Similarly, there are few studies focusing on both logistics performance evaluation from multiple perspectives (Wang, Zhang, & Zeng, 2012) and logistics performance measurement in particular (Keebler & Plank, 2009). …”

“…In the past, financial indicators were largely considered in performance measurement systems (Yang, Chuang, & Huang, 2009); however, current performance measurement is based on both financial and non-financial indicators (PovedaBautista, Baptista, & García-Melón, 2012) due to its multidimensional structure (Gutierrez, Scavarda, Fiorencio, & Martins, 2015). Despite including financial and non-financial indicators in a system which assists companies to carry out their decision-making processes in a more conscious manner (Gunasekaran & Gallear, 2012), it brings to the fore one of the most widespread issues, which is having too many indicators in performance measurement (Shaw, Grant, & Mangan, 2010;Keebler & Plank, 2009). …”

Supply Chain Collaboration in Emerging Economies Moroccan Food, Textile and Leather Industries

“…In this respect, Harrington (1995) notes that "If you cannot measure the performance logistics, we SUPPLY CHAIN COLLABORATION IN EMERGING ECONOMIES 574 cannot control it and if we cannot control it, it would be difficult to manage it and thus we cannot improve it". More clearly, Keebler and Plank (2009) specify three reasons for which the company has to measure its logistic performance: reduce the costs, increase the turnover and the financial performance, and plead for a clear and precise measure of this concept.…”

Alliance strategy: context, process, and requirements

“…Moreover, contracts explicate commitments in the sense of funding (Giegerich, 2012), mutual obligations and rights (e.g. intellectual property, disclosure policies) (Turle, 2010), and performance measurement (Keebler and Plank, 2009). This is especially the case when ISS concerns operational, 'exploitative' processes such as participating in the European Air Transport Command.…”

“…For instance, bundling transportation or sharing spares on one hand reduces direct costs, yet it may also incur new costs for coordination and extending capacity. ISS partners may have limited insight in their performance (Keebler and Plank, 2009). Moreover, they may set boundaries to the extent to which they share their own performance information, especially when commercial interests are at stake (Forslund, 2012) and incentives work in different directions (Yadav et al, 2003).…”