Research Paper: Efficiency Ratios and Evlauating Supply Chain Processes

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[. . .] Sharma and Bhagwat (2007b) regard the first model to be ideal for the prioritization and selection of the ideal metric and measure to support everyday organizational operations. But others contend that it is theoretically unstable, thereby potentially resulting in modifications in the preferences of the decision-maker, as pairwise comparison metrics cannot thoroughly fulfill the consistency AHP demands (Cao et al., 2008). Additionally, Sharma and Bhagwat (2007b) extended the last of the three aforementioned models and incorporated AHP in the determination of measures to be included and the corporate level (i.e., operational, strategic, or tactical) at which to integrate them. The BSC model is criticized for its exclusion of individuals, industrial social and environmental elements, and competitive scenarios (Barber, 2008).

Gomes and colleagues’ 2004 review led to the conclusion that the BSC frame is more of a strategic instrument instead of an authentic and comprehensive system for measuring performance. The SCC- (Supply Chain Council) formulated SCOR describes the supply chain process as being an integrated process entailing planning, sourcing, making, delivery and return. The following analysis levels are incorporated, namely, (1) type of process; (2) process groups; (3) components of the process; (4) execution; and (5) metrics for performance assessment. But measurement models to assess the performance of supply chains have certain drawbacks as well, including the use of a large number of independent supply chain measures. For instance,

Gunter and Shepherd’s (2006) work encapsulates single indicators of supply chain performance associated with time, expense, reliability/quality, inventiveness and ?exibility. While the above measures provide vital information facilitating the decision-making process, it is hard for diverse supply chain members to choose and trade off such a large number of measures for obtaining effectual, key improvement strategies. Additionally, such models prove unsuccessful in establishing explicit cause–effect linkages between multiple, hierarchical, independent major performance signs (Cai et al., 2009). Araldi and Persoon (2009) maintain that SCOR is utilized, essentially, for static, not dynamic, supply chain operations. The latter include inferior quality raw materials, manufacturing rate modifications, and other supply chain bullwhip-linked impacts (Mishra and Sharma, 2014).

References

Akyuz GA, Erkan TE (2010) Supply chain performance measurement: a literature review. Int J Prod Res 48(17):5137–5155

Barber E (2008) How to measure the value in value chains. Int J Phys Distrib Logist Manag 38(9):685–698

Bhagwat R, Sharma MK (2007b) Performance measurement of supply chain management using the analytical hierarchy process. Prod Plan Control 18(8):666–680

Brandenburg M, Seuring S (2011) Impact of supply chain management on company value: benchmarking companies from the fast moving consumer goods industry. Logist Res 3(4):233–248

Cai J, Liu X, Zhihui X, Liu J (2009) Improving supply chain performance management: a systematic approach to analyzing iterative KPI accomplishment. Decis Support Syst 46(2):512–521

Cao D, Leung LC, Law JS (2008) Modifying inconsistent com- parison matrix in analytic hierarchy process: a heuristic approach. Decis Support Syst 44(4):944–953

Carvalho H, Azevedo SG, Cruz-Machado V (2012) Agile and resilient approaches to supply chain management: in?uence on performance and competitiveness. Logist Res 4(1/2):49–62

Gomes CF, Yasin MM, Lisboa JV (2004) A literature review of manufacturing performance measures and measurement in an organizational context: a framework and direction for future research. J Manuf Technol Manag 15(6):511–530

Gunasekaran A, Patel C, McGaughey RE (2004) A framework for supply chain performance measurement. Int J Prod Econ 87(3):333–347

Keebler JS, Plank RE (2009) Logistics performance measurement in the supply chain: a benchmark. Benchmark Int J 16(6):785–798

Mishra, P, and Sharma, RK (2014) Benchmarking SCM performance and empirical analysis: a case from paint industry. Logist. Res. 7:113.

Persoon F, Araldi M (2009) The development of a dynamic supply chain analysis tool – Integration of SCOR and discrete event simulation. Int J Prod Econ 121(2):574–583

PLS Logistics (2016) Supply Chain Management Best Practices: Efficiency, Effectiveness. Accessed ftom: http://info.plslogistics.com/blog/supply-chain-management-best-practices-efficiency-effectiveness

Shah J (2009) Supply chain management. Text and… [END OF PREVIEW]

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Efficiency Ratios and Evlauating Supply Chain Processes.  (2018, January 21).  Retrieved March 26, 2019, from https://www.essaytown.com/subjects/paper/efficiency-ratios-evlauating-supply/4540748

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"Efficiency Ratios and Evlauating Supply Chain Processes."  21 January 2018.  Web.  26 March 2019. <https://www.essaytown.com/subjects/paper/efficiency-ratios-evlauating-supply/4540748>.

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"Efficiency Ratios and Evlauating Supply Chain Processes."  Essaytown.com.  January 21, 2018.  Accessed March 26, 2019.
https://www.essaytown.com/subjects/paper/efficiency-ratios-evlauating-supply/4540748.