Keeping Score: Using the Right Metrics to Drive World-Class Performance
Keeping Score: Using the Right Metrics to Drive World-Class Performance
IEEE Annals of the History of Computing
A methodology for dynamic enterprise process performance evaluation
Computers in Industry
Performance: Its meaning and content for today's business research
Computers in Industry
Towards an aggregation performance measurement system model in a supply chain context
Computers in Industry
Expert Systems with Applications: An International Journal
Performance evaluation within cooperate networked production enterprises
International Journal of Computer Integrated Manufacturing - Digital Enterprise Technology: Perspectives and Future Challenges
Collaborative networked organizations - Concepts and practice in manufacturing enterprises
Computers and Industrial Engineering
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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.