Value Determination of Supply Chain Initiatives (original) (raw)
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How to measure the " value " in value chains
Purpose – The purpose of this paper is to broaden the performance measurements of total supply chain performance. Design/methodology/approach – A conceptual model is presented based on the balanced scorecard. The new model formulates a model for the tangible aspects that measure the success of the total chain which is then extended to incorporate the intangible value adding aspects to measure total value chain success. Findings – A framework is presented showing the importance of intangible value adding aspects of the total value chain. Research limitations/implications – Future research may address in depth research associated with the five key intangible aspects given in the current model. Practical implications – The practical implementation of the required metrics in such a dynamic area as the supply chain industry needs to be focused on the aspects most required at particular times depending on the varying levels of market activities. Originality/value – This paper provides a broader performance model than the balanced scorecard or any other framework currently used in the supply chain literature.
Supply Chain Management: An International Journal
Purpose – The purpose of this paper is to develop a method to compare supply chains (SCs) of an industry in the scope of supplier’s supplier to customer’s customer. Design/methodology/approach – The proposed method is based on five processes provided in SCOR model version 9.0 (plan, source, make, deliver and return) and main business stages of the industry. It uses Data Envelopment Analysis (DEA) and PROMETHEE II, a multiple criteria decision-making technique, as tools to compare SCs in the process level, business stage level and SC level. Therefore, the method is basically a new combination of existing models and methods including SCOR model, DEA and PROMETHEE II. To show the applicability and strength of the method in comparing SCs, it has been implemented in the seven SCs of the Iran broiler industry as a case study. Findings – Comparing SCs of an industry via the proposed method results in process benchmarking, business stage benchmarking and SCs ranking in the scope of supplier’s supplier to customer’s customer. Originality/value – The suggested method provides realistic and attainable information for SCs’ owner/managers to find out the strengths and weaknesses of their SCs and improve their performance by process benchmarking and business stage benchmarking. Also they could identify their competitive position in the industry by SCs ranking.
Supply chain value creation methodology under BSC approach
Journal of Industrial Engineering International, 2014
The objective of this paper is proposing a developed balanced scorecard approach to measure supply chain performance with the aim of creating more value in manufacturing and business operations. The most important metrics have been selected based on experts' opinion acquired by in-depth interviews focused on creating more value for stakeholders. Using factor analysis method, a survey research has been used to categorize selected metrics into balanced scorecard perspectives. The result identifies the intensity of correlation between perspectives and cause-and-effect chains among them using statistical method based on a real case study in home appliance manufacturing industries.
A framework for evaluating supply chain performance
Journal of Transportation Management, 2003
Managers require measures spanning multiple enterprises to increase supply chain competitiveness and to increase the value delivered to the end-customer. Despite the need for supply chain metrics, there is little evidence that any firms are successfully measuring and evaluating interfirm performance. Existing measures continue to capture intrafirm performance and focus on traditional measures. The lack of a framework to simultaneously measure and translate interfirm performance into value creation has largely contributed to this situation. This article presents a framework that overcomes these shortcomings by measuring performance across multiple firms and translating supply chain performance into shareholder value.
A Cost-Based Model for Evaluating Supply Chain Performance
The evaluation of supplier delivery performance is a crucial component in the overall management and control of a supply chain. This research will develop a supplier evaluation model that can assist managers in justifying the capital investment necessary for improvement of a supplier's delivery performance. The model directly incorporates variability in a supplier's delivery distribution with the present worth of expected costs associated with untimely delivery.
IJERT-A Critical Review of Supply Chain Performance Evaluation
International Journal of Engineering Research and Technology (IJERT), 2015
https://www.ijert.org/a-critical-review-of-supply-chain-performance-evaluation https://www.ijert.org/research/a-critical-review-of-supply-chain-performance-evaluation-IJERTV4IS060450.pdf There is a simple rule set that you cannot manage what you cannot measure. For the business world, the real power is the power of knowledge as it gives the organization management a efficient explanation to many vogue areas and enables decision makers to deal with unsatisfied performance outputs. Performance evaluation started to be one of the most interested global research area and Top management focus. Performance evaluation has been studied since the middle of 1950s'. Since that time, many proposed framework introduce to assess the organization performance according to many aspects and organization type whether it was service or manufacturing one. One of most crucial strategic management functions is monitoring and controlling of organization performance. This mission is not as easy task as its real effect upon all the organization decisions or its future long sight concern. Many researchers have been reviewed in this search to preview the efforts of the researchers.
The added value has become in a true measurement to evaluate the company's performance. This added value has been approached to a different fields within the business management. In this paper we use a procedure to calculate the added value in each process of a power meter supply chain. This added value is very close to economic value added (EVA) concept, and is calculated by the weight and the added costs to the product in each process. This weight depends of three fundamental aspects to identify the bottleneck process. The procedure application allows identify the highest added value process matching with the bottleneck process (calibration process). 1 Introduction Companies now invest heavily in research to improve their performance. The researchers use metrics or indicators to achieve this goal. One of those ways is the calculation of EVA in each one of the supply chain processes.
ORIGINAL RESEARCH Supply chain value creation methodology under BSC approach
2013
The objective of this paper is proposing a developed balanced scorecard approach to measure supply chain performance with the aim of creating more value in manufacturing and business operations. The most important metrics have been selected based on experts' opinion acquired by in-depth interviews focused on creating more value for stakeholders. Using factor analysis method, a survey research has been used to categorize selected metrics into balanced scorecard perspectives. The result identifies the intensity of correlation between perspectives and cause-and-effect chains among them using statistical method based on a real case study in home appliance manufacturing industries.
Value Analysis Dashboard In Supply Chain Management: Real Case Study From Iran
2015
The goal of this paper is proposing a supply chain value dashboard in home appliance manufacturing firms to create more value for all stakeholders via balanced scorecard approach. Balanced scorecard is an effective approach that managers have used to evaluate supply chain performance in many fields but there is a lack of enough attention to all supply chain stakeholders, improving value creation and, defining correlation between value indicators and performance measuring quantitatively. In this research the key stakeholders in home appliance supply chain, value indicators with respect to create more value for stakeholders and the most important metrics to evaluate supply chain value performance based on balanced scorecard approach have been selected via literature review. The most important indicators based on expert's judgment acquired by in survey focused on creating more value for. Structural equation modelling has been used to disclose relations between value indicators and ...