Supply Chain Information Systems and Organisational Performance in Economic Turbulent Times

Supply Chain Information Systems and their impact on organisational performance has been studied by a number of studies. This study seeks to extend this body of knowledge by adopting a fresh lens to explore empirically the relationship between organizational performance and SCIS in circumstances of economic downturn and financial turbulence. The statistical relationship between Supply Chain Information Systems (SCIS) ˜Effectiveness and ˜Organisational Performance is tested and measured by multidimensional financial and non-financial variables. So even though complexities associated with measuring SCIS efficiency and Organisational Performance continue to dominate research discussions these are somewhat limited to just explaining the phenomenon without addressing the misalignment of the information provided by SCIS, business expectations and Organisational Performance. In consequence this papers reports findings from a large survey of 168 SCIS managers in Greek SMEs where even through economic downturn a strong correlation between SCIS and non-financial Organisational Performance is evidenced. In considering the findings this study proposes guidance to enhance SCIS Effectiveness and Organisational Performance

The balanced scorecard logic in the management control and reporting of small business company networks: a case study

The purpose of this paper is to assess and integrate the application of the balance scorecard (BSC) logic into business networks identifying functions and use that such performance measuring tool may undertake for SME’s collaborative development. Thus, the paper analyses a successful case study regarding an Italian network of small companies, evaluating how the multidimensional perspective of BSC can support strategic and operational network management as well as communication of financial and extra financial performance to stakeholders. The study consists of a qualitative method, proposing the application of BSC model for business networks from international literature. Several meetings and interviews as well as triangulation with primary and secondary documents have been conducted. The case study allows to recognize how BSC network logic can play a fundamental role on defining network mission, supporting management control as well as measuring and reporting the intangible assets formation along the network development lifecycle. This is the first time application of a BSC integrated framework for business networks composed of SMEs. The case study demonstrates operational value of BSC for SME’s collaborative development and success

Lean and green – a systematic review of the state of the art literature

The move towards greener operations and products has forced companies to seek alternatives to balance efficiency gains and environmental friendliness in their operations and products. The exploration of the sequential or simultaneous deployment of lean and green initiatives is the results of this balancing action. However, the lean-green topic is relatively new, and it lacks of a clear and structured research definition. Thus, this paper’s main contribution is the offering of a systematic review of the existing literature on lean and green, aimed at providing guidance on the topic, uncovering gaps and inconsistencies in the literature, and finding new paths for research. The paper identifies and structures, through a concept map, six main research streams that comprise both conceptual and empirical research conducted within the context of various organisational functions and industrial sectors. Important issues for future research are then suggested in the form of research questions. The paper’s aim is to also contribute by stimulating scholars to further study this area in depth, which will lead to a better understanding of the compatibility and impact on organisational performance of lean and green initiatives. It also holds important implications for industrialists, who can develop a deeper and richer knowledge on lean and green to help them formulate more effective strategies for their deployment

Alignment of balanced scorecard perspectives with supply chain management objectives: a literature review

Having in view the fast diffusion of the Balanced Scorecard since its development in the 1990s, as well as your application in various industrial sectors, this paper aims to present a literature review on the alignment of this performance measurement system with the Supply Chain Management. This research was motivated by the finding of an increase in the annual number of papers published over the years. Through a literature review 43 papers related to the theme were localized in databases SCIELO, SCOPUS and Web of Science. Key metrics, methodological procedures most used for developing the papers localized, benefits and limitations of using the system, as well as research gaps indicated for future works are presented. The main contribution of this research focuses on condense into a single material, an overview of the assessment methods of Supply Chain Management based on the Balanced Scorecard perspectives. Several metrics have been proposed for the development of this performance measurement system, encompassing other perspectives beyond the four traditional BSC perspectives

Design Performance Measurement in the Construction Sector: A Pilot Study

This paper examines the role and deployment of design performance measurements (DPMs) in the construction industry, focusing on the consulting engineering sector, the design 'heart' of construction. Compared with manufacturing, there has been very little research on the use of DPMs in construction, and firms often struggle to find appropriate performance indicators. Using results from structured questionnaires, the paper shows that the few DPMs which do exist focus mainly on cost. Other measures are needed to address quality, innovative performance and client satisfaction. In contrast to manufacturing, DPMs in construction also need to address the project-based, multi-firm and non-routine nature of construction design, as well as the separation of design from manufacturing, build and operation. Interviews and workshops with industrialists were used to identify recent DPM practices in construction and combine these with lessons from other sectors. The resulting DPM tools provide guidance on how to: (a) integrate design into wider business processes in construction; (b) identify key design indicators, at both project and firm level; and (c) use DPMs to provide a balanced scorecard for design performance.performance indicators, design integration, design indicators, construction industry

A comprehensive KPI network for the performance measurement and management in global production networks

The trend of globalization has led to a structural change in the sales and procurement markets of manufacturing companies in recent decades. In order not to be left behind by this change, companies have internationalized their production structures. Global production networks with diverse supply and service interdependencies are the result. However, the management of global production networks is highly complex. Key performance indicator (KPI) networks already exist at the corporate level and site level to support the management of complex systems. However, such KPI networks are not yet available to support the management of entire production networks. In this article, a KPI network for global production networks is presented, which links the key figures of the site level and the corporate level. By integrating both levels into a comprehensive KPI network, cause and effect relationship between the production-related KPIs and the strategic KPIs of a corporate strategy become transparent. To this end, this KPI network is integrated into a Performance Measurement and Management (PMM) methodology. This methodology consists of three phases: performance planning, performance improvement, and performance review. For testing the practical suitability, the PMM methodology is applied to the production network of an automotive supplier using a simulation model to estimate the effects of proposed improvement actions of the methodology

Dynamics of performance measurement and organizational culture

This research paper aims to model the dynamic relationship between performance measurement, management styles and organisational culture, in order to develop a better understanding of the causal linkages between these three areas

Combination of SCOR-BSC and Regression Linear Programming to Assess the Performance of Construction SMEs in DIY and Central Java

Several metrics in the supply chain performance assessment system cannot be uncovered by merely putting a strategy into action. Meanwhile, the balanced scorecard strategy necessitates the incorporation of numerous measures derived from the implementation of strategies, ultimately guiding the business toward its long-term orientation. The same is true for evaluating the effectiveness of a supply chain. The Business Service Chain (BSC) takes three viewpoints of the Supply Chain Operations Reference (SCOR) and expands them into four: financial, customer, internal business, and innovation and learning. Both the SCOR and BSC methods can be utilized to implement a sustainable supply chain management system. These two methods were employed to solve supply chain issues in the construction industry. BSC aimed to compensate for SCOR’s limited focus on performance by considering two angles—those of internal business operations and customers. When compared to SCOR, BSC’s uniformity in the supply chain allowed for more adaptable metrics when resizing; more applicable models, encompassing all processes; and easier performance monitoring; all through the utilization of various metrics

Combination of SCOR-BSC and Regression Linear Programming to Assess the Performance of Construction SMEs in DIY and Central Java

Several metrics in the supply chain performance assessment system cannot be uncovered by merely putting a strategy into action. Meanwhile, the balanced scorecard strategy necessitates the incorporation of numerous measures derived from the implementation of strategies, ultimately guiding the business toward its long-term orientation. The same is true for evaluating the effectiveness of a supply chain. The Business Service Chain (BSC) takes three viewpoints of the Supply Chain Operations Reference (SCOR) and expands them into four: financial, customer, internal business, and innovation and learning. Both the SCOR and BSC methods can be utilized to implement a sustainable supply chain management system. These two methods were employed to solve supply chain issues in the construction industry. BSC aimed to compensate for SCOR’s limited focus on performance by considering two angles—those of internal business operations and customers. When compared to SCOR, BSC’s uniformity in the supply chain allowed for more adaptable metrics when resizing; more applicable models, encompassing all processes; and easier performance monitoring; all through the utilization of various metrics