Performance measurement in-fourth party reverse logistics

Abstract

Purpose This paper aims to develop a performance measurement (PM) system for fourth-party reverse logistics (RL). In this regard, it proposes simultaneous utilization of a procedural approach and hybrid use of existing performance frameworks. Design/methodology/approach The paper first describes fundamentals of RL and PM approaches in literature to build a basis for further discussion. It then carries out a systematic review of the literature on PM in RL to highlight current trends and approaches in this regard. At last, it develops a PM system for fourth-party RL by exploring relevant performance frameworks and by defining a procedure in detail. Findings The paper identifies the ongoing interest in development PM in RL, and the gap and the need for the development of comprehensive PM system for fourth-party RL. It also identifies the best approach is to use existing performance frameworks in literature and a procedural approach together as they complement each other rather than contradicting. Research limitations/implications The paper fills a gap in literature by developing a comprehensive PM framework for the fourth-party RL. The presented procedure is well suited to be used as part of strategic management process in any fourth-party RL organization. It forces users a top-down approach, from strategies to measures, so that a strong linkage is established in the process. When used together with the proposed PM framework, it guarantees a comprehensive and balanced PM system. Practical implications The paper identifies the need for the development of a PM framework as well as a measurement system for the fourth-party RL in the literature. In this regard, it develops a PM framework first, and then a procedure on how to implement it. As a result, users can effectively use them as a part of strategic management process of their organizations. Social implications The fourth-party RL is growing and very promising mode of RL for well-being of society, by offering a strong path to sustainable development in the midst of diminishing resources in the world. The existence of a well measurement system is crucial for the healthy operations and development of fourth-party RL organizations. The paper is offering a strong PM model in this regard. Originality/value The paper fulfills an identified need to study how to develop a PM system for fourth-party RL.

A system for anomaly detection in reverse logistics: an application into an e-commerce company

“…The contribution of this research lies in presenting a clear roadmap and research agenda for the reverse logistics transformation in Industry 4.0 (Sun et al , 2022). Besides, the alerts generated by the system, combined with the decision taken by the reverse logistics manager, can provide new insights to design a performance dashboard capable of calculating the impact of the correct management of reverse logistic processes along the financial, process, employee, stakeholder, innovation, environmental and social dimensions (Öz and Özyörük, 2021; Shaik and Abdul-Kader, 2012). In particular, the functions for forecasting product returns are relevant to design network and plan resources and facilities dedicated to reverse logistics (Xiaofeng and Tijun, 2009), which represents a valuable and rare practice for the effective monitoring of the entire process (Toktay et al , 2004; Krapp et al , 2013).…”

Assessment of Performance Measurement Systems’ Ability to Mitigate or Eliminate Typical Barriers Compromising Organisational Sustainability

“…Balanced Scorecard 28 Performance prism 15 [10][11][12][13]16,17,19,21,[23][24][25][28][29][30]32] Performance pyramid (SMART) 14 [10,11,13,17,21,[25][26][27][28][29][30][31]38,39] SCOR MODEL 12 [14,18,19,22,25,28,29,31,32,34,36,40] Activity based costing 7 [10,27,28,31,32,34,38] Results and determinants framework 7 [10][11][12]…”

“…EFQM model 6 [10][11][12][13]25,26] Performance Measurement Questionnaire (PMQ) 5 [10,11,15,27,32] Economic Value-Added Model (EVA) 4 [10][11][12]34] Performance Measurement Matrix 4 [11,17,21,26] Integrated Performance Measurement System (IPMS) 3 [10][11][12] Performance Planning Value Chain (PPVC) 3 [10][11][12] ECOGRAI 3 [15,31,32] Theory of constraints (TOC) measurement system 3 [25,33,34] Action-Profit Linkage Model (APL) 3 [10][11][12] Dynamic Performance Measurement System (DPMS) 3 [10][11][12] Quantitative model for performance measurement system (QMPMS) 3 [12,27,42] Analytic Hierarchical Performance Model 2 [43,44] Dynamic multidimensional performance framework 2 [11,12] Flexible strategy game-card 2 [11,12] AMBITE 2…”