Supply Chain Performance Measurement PDF

Jump to navigation Jump supply Chain Performance Measurement PDF search See also Sustainable Procurement. Supply-chain sustainability is a business issue affecting an organization’s supply chain or logistics network in terms of environmental, risk, and waste costs. There is a growing need for integrating environmentally sound choices into supply-chain management. Supply chains are critical links that connect an organization’s inputs to its outputs.


Författare: Mark-Ken Erdmann.
Eine wesentliche Voraussetzung für den Erfolg einer Supply Chain Management-Anwendung ist ein effektives und effizientes System zur ganzheitlichen Bewertung der Supply Chain-Performance. Es muss die für den Erfolg entscheidenden planungs-, steuerungs- und kontrollrelevanten Performancedaten generieren und dem Management in geeigneter Form zur Verfügung stellen. Bisher liegen jedoch weder in der Praxis noch im wissenschaftlichen Bereich überzeugende Konzepte zum Supply Chain Performance Measurement (SCPM) vor.
In dieser Arbeit wird daher aufbauend auf einer umfassenden Analyse internationaler sowohl wissenschafts- als auch praxisbasierter Performance Measurement-Ansätze, wie z. B. dem Caterpillar-Ansatz, dem Skandia Navigator, der Performance Pyramid und der Balanced Scorecard, ein leistungsfähiges Referenzmodell für ein Supply Chain-weites Performance Measurement System (SCPMS-Referenzmodell) entwickelt. Das Ziel besteht dabei darin, einen konzeptionellen Ansatz bereitzustellen, der beim Aufbau und der Ausgestaltung eines Supply Chain-weiten Performance Measurement Systems als Bezugsrahmen verwendet und bei Bedarf flexibel adaptiert und erweitert werden kann. Ergänzend zum betriebswirtschaftlichen Performance Measurement-Konzept wird zudem untersucht, inwieweit DV-technische Instrumente, wie z. B. die Inter-, Intra- und Extranet-Technologie, das Data Warehouse-Konzept und das On-Line Analytical Processing, zur Umsetzung eines SCPM geeignet sind. Auf dieser Basis wird ein integriertes DV-technisches Rahmenkonzept zur Unterstützung des SCPMS-Referenzmodells entworfen.

Traditional challenges have included lowering costs, ensuring just-in-time delivery, and shrinking transportation times to allow better reaction to business challenges. Many companies are limited to measuring the sustainability of their own business operations and are unable to extend this evaluation to their suppliers and customers. This makes determining their true environmental costs highly challenging and reduces their ability to remove waste from the supply chains. However much progress has been made in defining supply chain sustainability and benchmarking tools are now available that enable sustainability action plans to be developed and implemented. One of the key requirements of successful sustainable supply chains is collaboration. The practice of collaboration — such as sharing distribution to reduce waste by ensuring that half-empty vehicles do not get sent out and that deliveries to the same address are on the same truck — is not widespread because many companies fear a loss of commercial control by working with others.

In 2008, The Future Laboratory produced a ranking system for the different levels of sustainability being achieved by organization. This is the base level and is the stage in which the majority of organizations are at. Companies employ simple measures such as switching lights and PCs off when left idle, recycling paper, and using greener forms of travel with the purpose of reducing the day-to-day carbon footprint. This is the second level, where companies begin to realize the need to embed sustainability into supply chain operations. Companies tend to achieve this level when they assess their impact across a local range of operations. In terms of the supply chain, this could involve supplier management, product design, manufacturing rationalization, and distribution optimization. The third tier of supply chain sustainability uses auditing and benchmarks to provide a framework for governing sustainable supply chain operations.

This gives clarity around the environmental impact of adjustments to supply chain agility, flexibility, and cost in the supply chain network. Companies looking to implement sustainable strategies down its supply chain should also look upstream. To elaborate, if a company is able to choose between various suppliers, it can for example use its purchasing power to get its suppliers in compliance with its green supply chain standards. In managing suppliers, companies must measure that inputs from suppliers are of high quality, and the usage of water and energy is minimised leading to less pollution, defects and over production. As supply-chain sustainability becomes a more critical business issue, the need for reliable and robust data from suppliers increases. A review of green supply chain management: From bibliometric analysis to a conceptual framework and future research directions“.

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