Using the Balanced Scorecard for Interorganizational Performance Management of Supply Chains — A Case Study

Zimmermann, Klaus

doi:10.1007/978-3-662-11377-6_24

Cited by 11 publications

(5 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While the supplier BSC (SR6) applies the BSC concept to a buyer-supplier dyad, the supply chain BSC attempts to go one step further, even if the limited empirical (case study based) research under the label 'supply chain BSC' reduces the unit of analysis to the buyer-supplier dyad. As such, Zimmermann (2002) describes the steps an international chemical firm and its customer, a distributor of chemical products went through in the course of the development and implementation of a BSC. There are some initial conceptual advances that establish linkages between the supply chain framework and the BSC and introduce several examples of performance measures for each of the 'classical' BSC perspectives (i.e., financials, customers, business processes, and innovation/learning) that might be used in a supply chain BSC (Brewer and Speh, 2000;Brewer and Speh, 2001).…”

Section: Supply Chain Balanced Scorecard (Il5)mentioning

confidence: 99%

Cost management practices for supply chain management: an exploratory analysis

Wagner

2008

IJSOM

View full text Add to dashboard Cite

Cost management within a supply chain management domain has lately received a great deal of interest from academics and practitioners; however, the literature is still dominated by conceptual and anecdotal work. The major issue is that it is difficult at best to draw conclusion with any level of confidence concerning the actual degree of usage of various cost management practices. The study reported in this article uses split sample analysis to determine the extent to which firms actually use 18 SCM-related cost management practices. The sample that was developed included 126 medium-and large-sized Swiss firms. The results show that only supplier evaluation and purchasing performance benchmarking are regularly employed by companies and that cost management practices linked to integrated logistics are applied only rarely in corporate practice. In this study, seven of the cost management practices were associated with higher supply chain performance, which suggests that firms should carefully consider their implementation.

show abstract

Section: Supply Chain Balanced Scorecard (Il5)mentioning

confidence: 99%

Cost management practices for supply chain management: an exploratory analysis

Wagner

2008

IJSOM

View full text Add to dashboard Cite

show abstract

“…As long as it is difficult to know how each member of the logistics channel takes part in value creation and whether they have received a fair remuneration in return, there is little chance that the desire to build close working relationships may develop. A number of works conducted in the field of supply chain management (SCM) lead to similar conclusions (Brewer and Speh, 2000; Zimmermann, 2002; Morana and Paché, 2003).…”

Section: Managerial Implicationsmentioning

confidence: 79%

A new approach for understanding hindrances to collaborative practices in the logistics channel

Fernandez¹,

Paché

2005

International Journal of Retail &Amp; Distribution Management

View full text Add to dashboard Cite

PurposeThe paper attempts to determine whether decision‐makers in the manufacturing and retailing industry really wish to implement cooperative logistical relationships in the long term.Design/methodology/approachIn order to answer the question, the authors have resorted to studying decision‐makers' private speech and to trying to discover the real meaning of their declarations. An original content analysis technique is implemented, which makes identifying hindrances to collaborative practices in the logistics channel possible.FindingsFrom the main results, it can be concluded that logistical relationships still tend to lead to vertical competition. This finding is surprising when confronted with the development of academic literature on the so‐called foreseeable evolution of food marketing channels.Research limitations/implicationsThe research relies on a reduced sample of 17 managers of major French manufacturing and retailing firms. Moreover, the data are generated by face‐to‐face interviews, which may introduce a biased view linked to the willingness to give a positive image of the firm.Originality/valueThe main results underline that the generalization of collaborative practices in the logistics channel is not always present in the frame of mind of decision‐makers as it appears through their private speech. From this point of view, the research can help in conducting negotiations, as well as in training future decision‐makers in business schools.

show abstract

“…The strategic alignment concept has many pseudonyms. It is also called "adjustment" (Zimmermann and Stevens, 2006), "integration" (Monnoyer-Longé and Madrid, 2007), "bridge" or "assembly" (Zimmerman, 2002). However, in all cases, it concerns the integration of strategies relating to the activity of the company.…”

Section: Introductionmentioning

confidence: 99%

Analysis Grid of Adjustment Strategies of Non-profit Organizations Benefiting From Microcredit to the Constraints of Microfinance Institutions: The Case of Burundi

Nduwayo¹,

Sayumwe²

2018

IJFR

View full text Add to dashboard Cite

Based on the work of Henderson and Venkatraman (1993) on strategic alignment, the objective of this article is to explain that the strategic alignment of microcredit beneficiary not for profit Organizations (NPOs) is achieved through their adjustment to the constraints of their lessors. We thus discuss the adaptation of Burundian NPOs benefiting from microcredit by taking into account a specific attribute of a difficult economic environment: the threat of their survival. The physiological needs of their members are at the origin of their reactions of adaptation to the constraints of the lessor. This adaptation enables them to acquire and maintain the resources necessary for their survival. This article explains this adaptation by highlighting the strategic actions of the members of the NPOs who are beneficiaries of microcredit.

show abstract

Using the Balanced Scorecard for Interorganizational Performance Management of Supply Chains — A Case Study

Cited by 11 publications

References 12 publications

Cost management practices for supply chain management: an exploratory analysis

Cost management practices for supply chain management: an exploratory analysis

A new approach for understanding hindrances to collaborative practices in the logistics channel

Analysis Grid of Adjustment Strategies of Non-profit Organizations Benefiting From Microcredit to the Constraints of Microfinance Institutions: The Case of Burundi

Contact Info

Product

Resources

About