Two case studies on developing, implementing and evaluating a balanced scorecard in distribution channel dyads

Zimmermann, Klaus; Seuring, Stefan

doi:10.1080/13675560802141697

Cited by 16 publications

(11 citation statements)

References 31 publications

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“…It allows one to ensure that the actions carried out procure the satisfaction of all stakeholders identified as indispensable to the survival of the company. As evoked by Otley (, p. 366), “Clearly, the relative importance given to different goals may well reflect the relative power of different stakeholders.” It is therefore conceivable to also use the BSC for supply chain steering and performance measurement (Zimmermann & Seuring, ). The use of the BSC will allow going beyond a purely financial approach to supply chain performance, toward a multidimensional approach incorporating all of the identifiable success factors.…”

Section: Theoretical Framework and Avenues Of Researchmentioning

confidence: 99%

“…First, it studies the use of BSC as a tool to steer supply chain performance. Zimmermann & Seuring (, p. 66) define the supply chain BSC as “a management system that supports the inter‐organisational development and implementation of supply chain strategy, and aims at the optimisation of the total supply chain (such as improved customer satisfaction) while enhancing the efficiency of resource usage for cost reduction.” Few studies are interested in the supply chain BSC. In effect, use of the BSC as a management tool and measure of supply chain performance requires going beyond the intraorganizational perspective of the BSC and to broaden the analysis toward an interorganizational approach and partnership that involves the philosophy of the supply chain (Brewer & Speh, ).…”

Section: Introductionmentioning

confidence: 99%

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Using the balanced scorecard to manage service supply chain uncertainty: Case studies in French real estate services

Rasolofo-Distler

Distler

2018

Knowl Process Manag

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This article aims to analyse the role of the balanced scorecard in the management of supply chain uncertainty in service activities. To do this, we conducted case studies within companies in the real estate services sector in France. We have employed the theoretical framework of complexity. This theoretical framework allows us to situate the factors of uncertainty in the internal and external environment. Identification of these factors promotes proactivity when confronted with environmental evolution. It is clear from our study that the balanced scorecard, in the management of supply chain uncertainty, is a communication tool that helps coordinate intraorganizational and interorganizational relations. It is also a tool that leads to a strategic supply chain, a source of competitive advantage for the stakeholders of the chain. Finally, it is a tool for organizational learning because it participates in the construction of knowledge and allows for knowledge capitalization. This know‐how and knowledge contribute to reducing uncertainty.

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Section: Theoretical Framework and Avenues Of Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Using the balanced scorecard to manage service supply chain uncertainty: Case studies in French real estate services

Rasolofo-Distler

Distler

2018

Knowl Process Manag

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“…For the latter the widespread notion regarding the positive correlation between partnering and performance is a sharp contrast to the fact that a fundamental gap in the performance measuring of partnerships is acknowledged (Lambert et al, 1999) and that performance of alliances "remains one of the most exciting unexplored areas" (Gulati, 1998) -still today. This is because true synergistic interorganizational projects are rare (Fawcett et al, 2008) and the lack of appropriate measurement systems remains a major obstacle (Zimmermann and Seuring, 2009).…”

Section: Formalizing Performance In Partnershipsmentioning

confidence: 99%

“…The high integration of the partners (e.g. detailed information sharing, extensive data access) make this approach rare and fit the characteristics called for in future research (Zimmermann and Seuring, 2009 Following the theoretical propositions of how to set-up partnerships, the previously mentioned systematic partner implementation approach (Appendix 2) should (constantly) generate benefits in relational and operational performance (Hofer et al, 2009;Zacharia et al, 2009). After a period of 24 months, passing through the early stage of the partnerships implementation until reaching full production capacity and process complexity, the following conclusions regarding the performance data in the sample of 13 partners could be drawn.…”

Section: Data Collection/context Of the Studymentioning

confidence: 99%

“…The empirical evidence for this work comes from a plant and partner implementation project in the German automotive industry, where SCM is deemed to be of high significance (Zimmermann and Seuring, 2009), and therefore provides an appropriate setting to design a partnership framework and study its interdependencies with the performance of the partnership. The action research was rolled out in three stages covering a four-year period.…”

Section: Case Designmentioning

confidence: 99%

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Partner management – managing service partnerships in the supply chain – a systemic perspective

Zybell¹

2013

International Journal of Physical Distribution &Amp; Logistics Management

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Purpose -The purpose of the research is to shed light on the question of how elements of a partnership system interact to provide a basis for an enhanced performance management framework. Design/methodology/approach -A structured literature review is followed by a longitudinal case study (action research), which combines qualitative and quantitative analyses. Observations over time, documents such as contracts, joint agreements, meeting agendas and minutes, personal conversations and in-depth interviews were mainly used, with quantitative measurement of operational and relational performance. For an in-depth analysis of interdependencies, a systemic perspective based on an interaction analysis of relevant elements of the partner management system was adopted. Findings -The paper draws upon real-life data from service partnerships in the automotive industry. Combining a longitudinal multi-dyadic approach with action-based research makes it a unique opportunity to reveal insights into the development of performance-based partnerships. The paper illustrates enablers, limitations, and conflicting circumstances in partnering highlighting the role of incentives and derives propositions for a comprehensive framework for a performance-oriented partner management.Research limitations/implications -Owing to the limited number of case studies, this research is considered mainly exploratory. The presented case study is an essentially illustrative example of the implementation and development of performance-oriented partnerships. The insights provide a better and deeper understanding of the dynamics of forming partnerships in reality, especially limitations and pertinent expectations regarding performance management in partnerships. There remains a need for further research for success-related dimensions and antecedents of partnering concepts in a general industry approach. Originality/value -The paper draws upon real-life data from service partnerships in the automotive industry. Combining a longitudinal multi-dyadic approach with action-based research makes it a unique opportunity to reveal insights into the development of performance-based partnerships. The paper illustrates enablers, limitations, and conflicting circumstances in partnering highlighting the role of incentives and derives propositions for a comprehensive framework for a performance-oriented partner management.Keywords Partnership, Performance, Incentives, Case study, Systemic thinking, Performance management Paper type Research paperThe current issue and full text archive of this journal is available at www.emeraldinsight.com/0960-0035.htm Some Enablers deserve the author's special thanks: Peter Claussen: his visionary thinking created the context which made possible this unique project. The authors' friend Dirk Stegelmeyer: his inputs in the manuscript process were continuous drivers to enhance quality. The authors' wife Verena: her partnering support was the key enabler for the successful result.

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Terminology and Related Literature

Brandenburg

2012

Lecture Notes in Economics and Mathematical Systems

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Two case studies on developing, implementing and evaluating a balanced scorecard in distribution channel dyads

Cited by 16 publications

References 31 publications

Using the balanced scorecard to manage service supply chain uncertainty: Case studies in French real estate services

Using the balanced scorecard to manage service supply chain uncertainty: Case studies in French real estate services

Partner management – managing service partnerships in the supply chain – a systemic perspective

Terminology and Related Literature

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