Keeping Score: Using the Right Metrics to Drive World-Class Performance
Keeping Score: Using the Right Metrics to Drive World-Class Performance
State of the art literature review on performance measurement
Computers and Industrial Engineering
B2B supply chain performance enhancement road map using data mining techniques
ICOSSSE'10 Proceedings of the 9th WSEAS international conference on System science and simulation in engineering
Predictive collaborative performance system in B2B supply chain using neuro-fuzzy
ICOSSSE'10 Proceedings of the 9th WSEAS international conference on System science and simulation in engineering
Towards semantic performance measurement systems for supply chain management
OTM'10 Proceedings of the 2010 international conference on On the move to meaningful internet systems
Process performance management: illuminating design issues through a systematic problem analysis
Proceedings of the 2011 ACM Symposium on Applied Computing
Business artifact-centric modeling for real-time performance monitoring
BPM'11 Proceedings of the 9th international conference on Business process management
FSKD'06 Proceedings of the Third international conference on Fuzzy Systems and Knowledge Discovery
DESRIST'10 Proceedings of the 5th international conference on Global Perspectives on Design Science Research
Overall performance measurement in a supply chain: towards a supplier-prime manufacturer based model
Journal of Intelligent Manufacturing
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Describes the evolution of performance measurement (PM) in four sections: recommendations, frameworks, systems and inter-organisational performance measurement. Measurement begins with a recommendation, which is a piece of advice related to the measures or structure of performance measurement; frameworks can be dichotomised into a structural and procedural typology that suggests structural framework development has outstripped procedural framework development. The basic requirements for a successful PM system are two frameworks-one structural and one procedural as well as a number of other performance management tools. Inter-organisational performance measurement may be divided into supply chain and extended enterprise performance measurement: the former relying solely on traditional logistics measures, while the latter incorporates the structural aspects of the supply chain system and adds non-logistics perspectives to its measurement arena. Finally, the encroachment of the performance measurement literature into the processes related to performance management is examined, and areas for future research are suggested.